Gregory M. Bounds and John A. Woods
Detailed Contents
Part 1. The Systems View and New Supervisory Challenges
Chapter 1. The Changing Business Environment and New Roles for Supervisors
| bre | Supervision: No Bosses Need Apply Something's Going On Supervision Defined Organizations, Management and Supervision Basic Supervisory Skills Basic Management Activities of Supervisors The Challenges of Today's Business Environment Box: Diversity is No Obstacle New Views on Supervisory Roles and Responsibilities |
Chapter 2. Supervising People and Processes
| bre | Process Management at Rayovac Systems, Processes, People, and Supervision Principle 1: Focus on Delivering Value for Customers Principle 2: Continuously Improve Processes Principle 3: Prevent Problems, Don't Just Solve Them Box: Discovering the Importance of Causes Principle 4. Collect Data and Analyze It Scientifically Principle 5: Recognize that People Are the Organization's Primary Resource How These Principles Affect the Work of Supervisors |
Chapter 3. Teams and Teamwork
| bre | Different Types of Work, Different Types of Teams Cooperation, Teams, and Teamwork Different Types of Teams Team Dynamics Typical Team Problems and How to Handle Them Effective Team Meetings Implementing Teams in Organizations Box: XEL Learns Teamwork Requires Work |
Part 2. Planning, Decision Making, and Improving Processes
Chapter 4. Planning for Performance and Improvement
| bre | Planning for Improvement at a Hospital Food Service Planning, Objectives, and Customer Satisfaction Strategic and Tactical Planning Types of Plans Box: A Modest Caution for You as a Supervisor Planning and Scheduling Tools Management by Objectives Personal Planning |
Chapter 5. Decision Making, Problem Solving, and Improvement
| bre | Decision Making for One Supervisor The Importance of Decision Making Programmed and Nonprogrammed Decisions The Rational Decision-Making Process Obstacles to Sound Decision Making Group and Team Decision Making Creativity and Decision Making Concluding Thoughts on Decision Making |
Chapter 6. Control and Continuous Improvement
| bre | Control at a Chemical Plant Control: What Is It? Statistical Process Control Types and Timing of Controls More Control Techniques to Assure Quality Control and Improvement Supervisors, Controls, and Customer |
Part 3. Human Relations
7. Leading for Performance
| bre | Management and Leadership Leadership and Power Trait Approach to Leadership Behavioral or Situational Approaches to Leadership Leading Change Concluding Thoughts on Leadership |
8. Motivation and Performance
| bre | One Employee's Perspective on Motivation Theory X and Theory Y: Interacting with Employees Equity and Motivation Motivation and Needs The Effect of Reinforcement on Motivation Motivation and Expectations Using Goals to Motivate Intrinsic Motivation Employee Involvement, Job Design, and Motivation Quality of Work Life (QWL) Programs and Motivation Box: A Tool to Help Maintain Employees' Motivation to Perform |
Chapter 9. Communication in a Diverse Workplace
| bre | Communication That Gets in the Way of Performance Communication: The Basics The Communication System Types of Communication Channels of Communication Communication Flows The Grapevine Barriers to Shared Understanding Fostering Open Communication Dialogue: Communication That Brings People Together |
Chapter 10. Managing Conflict and Creating Trust and Commitment
| bre | Building Teamwork at a Chemical Repackager Understanding Conflict Building Trust and Commitment Ethics and Trust Concluding Thoughts on Conflict, Commitment, and Ethics |
Part 4. Human Resources Management
Chapter 11. Selecting New Employees
| bre | Hiring at a Small Water Utility An Introduction to the Hiring Process The Supervisor's Role in the Employee Selection Process Recruiting Job Candidates Selecting New Employees Legal Considerations in Selecting New Employees Concluding Thoughts on Selecting New Employees |
Chapter 12. Appraising and Developing Employees
| bre | Developing Employees in an Insurance Agency Performance Management Appraising Individual Performance Dealing with Special Cause Performance Situations Developing Employees Concluding Thoughts on Employees Appraisal and Development |
Chapter 13. Labor Relations and Unions
| bre | A Union Perspective on Product Quality Systems, Supervisors, and Unions Unionization Labor Laws Collective Bargaining Supervisors and the Administration of the Union Contract The Current and Future State of Unions The Systems View and Unions |
Part 5. Other Challenges for Supervisors
Chapter 14. Supervisors, Computers, and Information
| bre | Using Computers as an Information Tool Supervisors and Information Information Systems Managing Information Systems The Information Network Revolution Implications of Networks for Supervisors Concluding Thoughts on Information Technology |
Chapter 15. Leading and Prospering in a Changing Workplace
| bre | Managing Change at a Book Warehouse Understanding and Managing Change Leading Change Work Habits for a Rapidly Changing Business Environment Concluding Thoughts on Work in a Era of Rapid Change |
Chapter Cases
Glossary
