Supervision. Samuel C. Certo. Steinmetz Professor of Management Crummer Graduate School of Business Rollins College. I McGraw-Hill I Irwin

Transcription

1 Supervision Concepts and Skill-Building Seventh Edition Samuel C. Certo Steinmetz Professor of Management Crummer Graduate School of Business Rollins College I McGraw-Hill I Irwin

2 Contents Preface iv About the Author xx PART ONE WHAT IS A SUPERVISOR? 1 Chapter 1 Modern Supervision: Concepts and Skills 2 Supervision: A Historical Perspective 4 Supervisors Should Focus on Efficiency 4 Supervisors Should Focus on Functions to Be Performed 5 Supervisors Should Focus on People 5 Types of Supervisory Skills 6 Classic Understanding of Management Skills 6 Modern View of Management Skills 7 Supervising a Diverse Workforce 8 Opportunities and Challenges 8 Subtle Discrimination 9 General Functions of the Supervisor 10 Planning 10 Organizing 11 Staffing 11 Leading 11 Controlling 11 Relationships among the Functions 12 Responsibilities of the Supervisor 12 Types of Responsibilities 13 Responsibilities and Accountability 14 Becoming a Supervisor 14 Preparing for the Job 14 Obtaining and Using Power and Authority 15 Characteristics of a Successful Supervisor 16 About This Book 18 Part One: Concepts 20 Summary 20 Key Terms 22 Review and Discussion Questions 21 Part Two: Skill-Building 22 You Solve the Problem 22 Problem-Solving Case: Refereeing the Referees of the Atlantic Coast Conference 22 Assessing Yourself: Is Supervising Right for You? 23 Class Exercise: Recognizing Management Skills 23 Building Supervision Skills: Defining Your Role as Supervisor 24 Building Supervision Skills: Leading a Team 25 Part One Video Cases 27 PART TWO MODERN SUPERVISION CHALLENGES 29 Chapter 2 Ensuring High Quality and Productivity 30 Consequences of Poor Quality 32 Limited Resources 33 Higher Costs 33 Types of Quality Control 34 Product Quality Control 34 Process Control 35 Methods for Improving Quality 35 Statistical Quality Control 36 Zero-Defects Approach 37 Employee Involvement Teams 37 Six Sigma 39 Total Quality Management 40 Quality Standards 41 Guidelines for Quality Control 43 Prevention versus Detection 43 Standard Setting and Enforcement 43 The Productivity Challenge 45 Trends in Productivity in the United States 45 Constraints on Productivity 46 Measuring Productivity 48 Improving Productivity 50 Use Budgets 51 Increase Output 52 Improve Methods 52 Reduce Overhead 52 Minimize Waste 53 Regulate or Level the Work Flow 54 Install Modern Equipment 55 Train and Motivate Employees 56 Minimize Tardiness, Absenteeism, and Turnover 56 Employee Fears about Productivity Improvement 58 Part One: Concepts 59 Summary 59

3 Contents xxiii Key Terms 60 Review and Discussion Questions 60 Part Two: Skill-Building 62 You Solve the Problem 62 Problem-Solving Case: Fast Food Is All about Service 62 Assessing Yourself: Test Your Personal Productivity 63 Class Exercise: Defining and Measuring Quality of Service 63 Building Supervision Skills: Improving Performance 64 Chapter 3 Groups, Teams, and Powerful Meetings 66 Reasons for Joining Groups 68 Groups in the Workplace 69 Functional and Task Groups 69 Formal and Informal Groups 69 Getting the Group to Work with You 70 Characteristics of Groups 72 Roles 72 Norms 73 Status 74 Cohesiveness 74 Size 74 Homogeneity 75 Effectiveness 75 Teams 75 S tages of Team Developmen t 76 Benefits of Teamwork 77 Leading the Team 78 Powerful Meetings 82 Reasons for Meetings 82 Preparing for a Meeting 83 Conducting a Meeting 85 Overcoming Problems with Meetings 87 Part One: Concepts 87 Summary 87 Key Terms 89 Review and Discussion Questions 89 Part Two: Skill-Building 90 You Solve the Problem 90 Problem-Solving Case: Peer Groups Help Eastman Kodak Employees Resolve Disputes 91 Assessing Yourself: How Do You Communicate as a Team Leader? 92 Class Exercise: Meeting Participation Skills 93 Building Supervision Skills: Evaluating Team Performance 93 Chapter 4 Corporate Social Responsibility and Ethics 96 Fundamentals of Corporate Social Responsibility 97 The Davis Model of Corporate Social Responsibility 98 Ethics in the Workplace 98 Benefits of Ethical Behavior 99 Challenges to Ethical Behavior 100 Differing Measures of Ethical Behavior 101 Code of Ethics: An Example 104 Ethical Behavior of Supervisors 105 Making Ethical Decisions 106 Supervising Unethical Employees 107 Treatment of Whistle-Blowers 108 Part One: Concepts 110 Summary 110 Key Terms 111 Review and Discussion Questions 111 Part Two: Skill-Building 112 You Solve the Problem 112 Problem-Solving Case: Lawyers, Ford, and Firestone: Who's to Blame? 112 Assessing Yourself: How Ethical Is Your Behavior? 113 Class Exercise: Supervising Unethical Employees 114 Building Supervision Skills: Decision Making 114 Chapter 5 Managing Diversity 116 What Is Diversity? 117 A Look at Our Diversity 118 Challenges to Working in a Diverse Society 119 Prejudice and Discrimination 120 Stereotypes 122 Sexism 122 Ageism 125 Accommodation of Disabilities 126 Implications for the Supervisor 127 Advantages of Diversity 127 Communication 128 Diversity Training 129 Legal Issues 131 Part One: Concepts 132 Summary 132 Key Terms 133 Review and Discussion Questions 133

4 xxiv Contents Part Two: Skill-Building 134 You Solve the Problem 134 Problem-Solving Case: Wal-Mart Struggles with Diversity 134 Assessing Yourself: Avoiding Age Bias 135 Class Exercise: Managing Diversity 136 Building Supervision Skills: Providing Employee Orientation 136 Part Two Video Cases 137 PART THREE FUNCTIONS OF THE SUPERVISOR 139 Chapter 6 Reaching Goals: Plans and Controls 140 Planning in Organizations 141 Objectives 142 Policies, Procedures, and Rules 145 Action Plans 147 Contingency Planning 148 Management by Objectives 149 The Supervisor as Planner 149 Providing Information and Estimates 150 Allocating Resources 150 Involving Employees 154 Planning with a Team 154 Updating Objectives 154 The Supervisor as Controller 155 The Process of Controlling 155 Types of Control 162 Tools for Control 162 Characteristics of Effective Controls 165 Timeliness 165 Cost Effectiveness 165 Acceptability 166 Flexibility 166 Part One: Concepts 166 Summary 166 Key Terms 167 Review and Discussion Questions 168 Part Two: Skill-Building 169 You Solve the Problem 169 Problem-Solving Case: MBO Clarifies Objectives at Edward Don & Company 169 Assessing Yourself: Are You a Planner? 170 Class Exercise: Setting Goals 171 Building Supervision Skills: Controlling a Yacht-Making Operation 172 Chapter 7 Organizing and Authority 174 The Structure of the Organization 176 Organization Charts 176 Types of Structures 177 Authority 181 Line, Staff, and Functional Authority 182 Centralized and Decentralized Authority 182 Power, Responsibility, and Accountability 183 The Process of Organizing 184 Define the Objective 184 Determine the Needed Resources 184 Group Activities and Assign Duties 184 Principles of Organizing 186 Parity Principle 186 Unity of Command 186 Chain of Command 186 Span of Control 187 Delegating Authority and Responsibility 189 Benefits of Delegating 189 Empowerment 190 The Process of Delegating 191 Reluctance to Delegate 193 Part One: Concepts 194 Summary 194 Key Terms 196 Review and Discussion Questions 196 Part Two: Skill-Building 197 You Solve the Problem 197 Problem-Solving Case: Is Thor Industries Organized for Growth? 197 Assessing Yourself: Do You Delegate? 198 Class Exercise: Networking 199 Building Supervision Skills: Delegating 199 Chapter 8 The Supervisor as Leader 200 Characteristics of a Successful Leader 201 Leadership Theories 202 Democratic vs. Authoritarian Leadership 203 The Managerial Grid 204 Contingency Theories of Leadership 205 Servant Leadership 208 Entrepreneurial Leadership 208 Choosing a Leadership Style 209 Leader Relationships 213 Supervisors' Relationships with Their Employees 213 Supervisors' Relationships with Their Managers 215

5 Contents xxv Supervisors' Relationships with Their Peers 217 Part One: Concepts 217 Summary 217 Key Terms 218 Review and Discussion Questions 218 Part Two: Skill-Building 219 You Solve the Problem 219 Problem-Solving Case: Top-Down and Bottom-Up Style at US Airways 220 Assessing Yourself: Could You Be a CEO? 221 Class Exercise: Practicing Leader Relations Principles 222 Building Supervision Skills: Leading a Team 223 Chapter 9 Problem Solving, Decision Making, and Creativity 224 The Process of Decision Making 226 The Rational Model 226 Human Compromises 228 Guidelines for Decision Making 232 Consider the Consequences 232 Respond Quickly in a Crisis 232 Inform the Manager 233 Be Decisive yet Flexible 234 Avoid Decision-Making Traps 235 Tools for Decision Making 236 Probability Theory 236 Decision Trees 237, Computer Software 238 Group Decision Making 239 Advantages and Disadvantages 239 Using Group Decision Making 240 Creativity 241 Thinking More Creatively 242 Establishing and Maintaining a Creative Work Climate 243 Overcoming Barriers to Creativity 243 Part One: Concepts 245 Summary 245 Key Terms 246 Review and Discussion Questions 246 Part Two: Skill-Building 248 You Solve the Problem 248 Problem-Solving Case: Improvement Ideas from a Costco Cashier 248 Assessing Yourself: How Creative Are You? 249 Class Exercise: Making Decisions 249 Building Supervision Skills: Learning from Mistakes 249 Part Three Video Cases 250 PART FOUR SKILLS OF THE SUPERVISOR 253 Chapter 10 Communication 254 How Communication Works 256 The Communication Process 256 Hearing versus Listening 257 Communicating Effectively 257 Communicate from the Receiver's Viewpoint 258 Learn from Feedback 258 Use Strategies for Effective Listening 259 Be Prepared for Cultural Differences 261 Barriers to Communication 263 Information Overload 263 Misunderstandings 264 Biases in Perception 267 Types of Messages 268 Nonverbal Messages 268 Verbal Messages 270 Technology and Message Types 272 Choosing the Most Effective Message Type 272 Communicating in Organizations 275 Direction of Communication 276 Formal and Informal Communication 277 Gossip and Rumors 277 Part One: Concepts 280 Summary 280 Key Terms 281 Review and Discussion Questions 281 Part Two: Skill-Building 282 You Solve the Problem 282 Problem-Solving Case: Helping Retailers Improve Their 282 Assessing Yourself: Are You an Effective Listener? 284 Class Exercise: Communicating Effectively 285 Building Supervision Skills: Interpreting Communications 287 Chapter 11 Motivating Employees 288 How Does Motivation Work? 290 Content Theories 290 Process Theories 295 Motivation Theories and the Law 297 Money as a Motivator 299 When Money Motivates 299 Pay Plans Using Financial Incentives 299 Secrecy of Wage and Salary Information 302

6 xxvi Contents How Supervisors Can Motivate 302 Moving Toward Theories Y and Z 302 Making Work Interesting 304 Having High Expectations 305 Providing Rewards That Are Valued 305 Relating Rewards to Performance 306 Treating Employees as Individuals 307 Encouraging Employee Participation 307 Providing Feedback 308 Part One: Concepts 309 Summary 309 Key Terms 310 Review and Discussion Questions 310 Part Two: Skill-Building 312 You Solve the Problem 312 Problem-Solving Case: Motivating Employees at Nucor Corporation 312 Assessing Yourself: What Motivates You? 313 Class Exercise: Learning What Motivates Workers 314 Building Supervision Skills: Developing Motivational Methods 314 Chapter 12 Problem Employees: Counseling and Discipline 316 Problems Requiring Special Action 318 Absenteeism and Tardiness 318 Insubordination and Uncooperativeness 319 Alcohol and Drug Abuse 320 Workplace Violence 321 Theft 322 Counseling 323 Benefits of Counseling 324 Appropriate Times to Counsel 324 Counseling Techniques 324 Discipline 326 Administering Discipline 326 Positive Discipline 331 Self-Discipline 332 Troubled Employees 332 Detection of the Troubled Employee 332 Confrontation of the Troubled Employee 334 Aid in and Evaluation of Recovery 334 Sources of Support 335 Part One: Concepts 336 Summary 336 Key Terms 338 Review and Discussion Questions 338 Part Two: Skill-Building 339 You Solve the Problem 339 Problem-Solving Case: Suspensions of Lexington, Kentucky, Police Officers 339 Assesing Yourself: Can You Distinguish between Discipline and Punishment? 340 Class Exercise: Evaluating Disciplinary Action 341 Building Supervision Skills: Handling Performance Problems 341 Chapter 13 Managing Time and Stress 342 Time Management 344 Understanding How You Use Time 344 Planning Your Use of Time 346 Controlling Time Wasters 348 Stress Management 354 Causes of Stress 354 Consequences of Stress 356 Personal Stress Management 358 Organizational Stress Management 360 A Word about Personality 364 Part One: Concepts 366 Summary 366 Key Terms 367 Review and Discussion Questions 367 Part Two: Skill-Building 369 You Solve the Problem 369 Problem-Solving Case: Is It OK Not to Be Perfect? 369 Assessing Yourself: How Well Do You Use Technology to Manage Time? 369 Class Exercise: Using Time Wisely 371 Building Supervision Skills: Managing Time and Stress 371 Chapter 14 Managing Conflict and Change 372 Conflict 374 Positive and Negative Aspects of Conflict 374 Types of Conflict 375 Managing Interpersonal Conflict 379 Strategies 379 Initiating Conflict Resolution 381 Responding to a Conflict 382 Mediating Conflict Resolution 383 Change in the Workplace 384 Sources of Change 385 Resistance to Change 386 Implementing Change 387 Proposing Change 390

7 Contents xxvii, Organizational Politics and Power 391 Sources of Power 391 Types of Power 392 Political Strategies 393 Building a Power Base 393 Establishing a Competitive Edge 395 Socializing 395 Part One: Concepts 395 Summary 395 Key Terms 397 Review and Discussion Questions 397 Part Two: Skill-Building 398 You Solve the Problem 398 Problem-Solving Case: National Conflict Resolution Center Helps Find Win-Win Solutions 399 Assessing Yourself: What Is Your Conflict-Handling Style? 400 Class Exercise: Resolving Conflict 401 Building Supervision Skills: Exercising Power to Bring about Change 402 Appendix A: Organization Politics 402 Part Four Video Cases 410 PART FIVE SUPERVISION AND HUMAN RESOURCES 413 Chapter 15 Selecting Employees 414 Roles in the Selection Process 416 Selection Criteria 416 Recruitment 418 Looking Inside the Organization 418 Looking Outside the Organization 418 The Selection Process 420 Screening Employment Applications and Resumes 421 Interviewing Candidates 421 Administering Employment Tests 429 Conducting Background and Reference Checks 430 Making the Selection Decision 431 Requesting a Physical Examination 432 Legal Issues 432 Antidiscrimination Laws 433 Workplace Accessibility 435 Immigration Reform and Control Act 437 Purpose of Employee Selection Laws 437 Part One: Concepts 437 Summary 437 Key Terms 439 Review and Discussion Questions 439 Part Two: Skill-Building 441 You Solve the Problem 441 Problem-Solving Case: Wanted by Honda: Engineers Who Love Small-Town Living 441 Assessing Yourself: Would You Hire You? 442 Class Exercise: Preparing to Interview Job Candidates 443 Building Supervision Skills: Interviewing and Selecting New Employees 445 Chapter 16 Providing Orientation and Training 448 Orientation of New Employees 451 Benefits of Orientation 451 The Supervisor's Role 452 Orientation Topics 452 Orientation Methods 454 Training 455 The Training Cycle 455 Assessment of Training Needs 459 Types of Training 460 Coaching to Support Training 466 Evaluation of Training 468 Part One: Concepts 470 Summary 470 Key Terms 471 Review and Discussion Questions 472 Part Two: Skill-Building 473 You Solve the Problem 473 Problem-Solving Case: Training Call Center Employees 473 Assessing Yourself: Could You Coach Someone? 474 Class Exercise: Being a Trainer 475 Building Supervision Skills: Orienting a New Team Member 475 Chapter 17 Appraising Performance 476 Purposes of Performance Appraisal 477 A Systematic Approach to Appraising Performance 479 The Appraisal Process 479 What to Measure in an Appraisal 481 EEOC Guidelines 482 Performance Appraisals and Pay Reviews 482 Types of Appraisals 483 Graphic Rating Scales 483 Paired-Comparison Approach 483 Forced-Choice Approach 485

8 xxviii Contents Essay Appraisal 486 Behaviorally Anchored Rating Scales (BARS) 486 Checklist Appraisal 487 Critical-Incident Appraisal 487 Work-Standards Approach 487 Management by Objectives (MBO) 488 Assessments by Someone Other than the Supervisor 488 Sources of Bias 490 The Performance Appraisal Interview 492 Purpose of the Interview 493 Preparing for the Interview 494 Conducting the Interview 494 Part One: Concepts 496 Summary 496 Key Terms 497 Review and Discussion Questions 497 Part Two: Skill-Building 499 You Solve the Problem 499 Problem-Solving Case: Appraising Employees in a Dental Office 499 Assessing Yourself: How Well Do You Accept Evaluations? 500 Class Exercise: Using Software to Approve Employees 501 Building Supervision Skills: Designing an Appraisal 504 Part Five Video Cases 505 Appendix B: Supervision Laws: Health and Safety, Labor Relations, Fair Employment 507 Appendix C: The Supervisor's Career Path: Finding a Career that Fits 530 Notes 543 Glossary 567 Index 573