Supervision demands that supervisors more than know how to results consistent with organizational goals and objectives The tenth edition of Supervision: Managing for Results is written to help them just that TENTH EDITION www.mhhe.com/newstrom10e NEWSTROM ISBN 978-0-07-802317-0 MHID 0-07-802317-3 talktousagain.com 90000 EAN To learn more about this product, scan this with your smartphone! 780078 023170 www.mhhe.com Supervision M A N A G I N G F O R R E S U LT S TENTH EDITION MD DALIM #1171558 11/15/11 CYAN MAG YELO BLK supervise They must bring about M A N A G I N G F O R R E S U LT S Today’s work environment J OH N W N E WST ROM campus McGraw-Hill Higher Education Free Mobile Application This free application quizzes you on key terms in the chapter and tests your overall comprehension of the chapter topics For more information, please visit the Online You may know us for our world-class editorial content, instructional development, and design But…did you know that our engaging, interactive digital platforms and educational services can help instructors meet the learning needs of today’s students? 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proud of our accomplishments and the accolades we have received which include: 2011 Dow Jones Sustainability Index 100 Best Corporate Citizens by Corporate Responsibility Magazine for 2011 Top 25 in 2011 Newsweek Green Rankings list of 500 largest U.S companies MD DALIM #1171558 11/15/11 CYAN MAG YELO BLK BACKUP Textbook + Premium Content Online Access for Supervision, 10e new23173_fm_i-xxii.indd Page i 11/17/11 1:58 PM user-f462 volumes/207/MHCE025/new23173_disk1of1/0078023173/new23173_pagefiles 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 TM new23173_fm_i-xxii.indd Page ii 11/21/11 4:40 PM user-f466 volumes/207/MHCE025/new23173_disk1of1/0078023173/new23173_pagefiles TM SUPERVISION: MANAGING FOR RESULTS Published by McGraw-Hill, a business unit of The McGraw-Hill Companies, Inc., 1221 Avenue of the Americas, New York, NY, 10020 Copyright © 2013 by The McGraw-Hill Companies, Inc All rights reserved Previous editions © 1996, 2002, and 2007 Printed in the United States of America No part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written consent of The McGraw-Hill Companies, Inc., including, but not limited to, in any network or other electronic storage or transmission, or broadcast for distance learning Some ancillaries, including electronic and print components, may not be available to customers outside the United States This book is printed on acid-free paper DOW/DOW ISBN MHID 978-0-07-802317-0 0-07-802317-3 Vice president/Director of marketing: Alice Harra Publisher: Scott Davidson Sponsoring editor: Sarah Wood Director, digital products: Crystal Szewczyk Development editor: Vincent Bradshaw Marketing manager: Kelly Curran Digital development editor: Kevin White Director, editing/design/production: Jess Ann Kosic Lead project manager: Rick Hecker Buyer II: Debra R Sylvester Senior designer: Marianna Kinigakis Senior photo research coordinator: Jeremy Cheshareck Manager, digital production: Janean A Utley Media project manager: Cathy L Tepper Cover and interior design: Pam Verros, PV Design Typeface: 11/13 Minion Pro Regular Compositor: Aptara, Inc Printer: R R Donnelley Front and back cover images: © Yagi Studio/Getty Images Credits: The credits section for this book begins on page 465 and is considered an extension of the copyright page Library of Congress Cataloging-in-Publication Data Newstrom, John W Supervision : managing for results / John W Newstrom — 10th ed p cm Includes index ISBN-13: 978-0-07-802317-0 (alk paper) ISBN-10: 0-07-802317-3 (alk paper) Personnel management Supervision of employees I Title HF5549.B52 2013 658.3’02—dc23 2011038144 The Internet addresses listed in the text were accurate at the time of publication The inclusion of a website does not indicate an endorsement by the authors or McGraw-Hill, and McGraw-Hill does not guarantee the accuracy of the information presented at these sites www.mhhe.com new23173_fm_i-xxii.indd Page iii 11/17/11 1:58 PM user-f462 volumes/207/MHCE025/new23173_disk1of1/0078023173/new23173_pagefiles To my grandson, Axel F Newstok, who immediately became a “supervisor” of his parents and close family members by communicating, leading, motivating, and controlling the behavior of others very effectively He has begun life with a tabula rasa (clean slate) that we hope will be filled with strong moral principles to guide his behavior He has demonstrated a 24/7 hunger for sustenance, and I anticipate that this physical desire eventually will be converted into an insatiable thirst for learning about life I look forward to many enjoyable hours of walking, playing, fishing, and talking together with him in the north woods of Minnesota new23173_fm_i-xxii.indd Page iv 11/17/11 1:58 PM user-f462 volumes/207/MHCE025/new23173_disk1of1/0078023173/new23173_pagefiles Contents in Brief Preface xiii Part One Supervisory Management CHAPTER The Supervisor’s Role in Creating a Positive Workplace Part Two Planning and Problem Solving CHAPTER CHAPTER Setting Goals, Making Plans, and Improving Costs 29 Problem Solving and Managing Information 59 Part Three Organizing, Staffing, and Training CHAPTER CHAPTER CHAPTER Organizing an Effective Department 88 Staffing with Human Resources 117 Training and Developing Employees 144 Part Four Leading the Workforce CHAPTER CHAPTER Leadership Skills, Styles, and Qualities 171 Effective Employee Communication 197 Part Five Motivating Employees to Perform CHAPTER CHAPTER 10 Understanding and Motivating People at Work 226 Counseling and Performance Management 252 Part Six Controlling CHAPTER 11 CHAPTER 12 Control: Monitoring and Improving Results 282 Appraising Employee Performance 310 Part Seven Contemporary Concerns of Supervision CHAPTER 13 CHAPTER 14 CHAPTER 15 Managing Groups, Building Teams, and Resolving Conflicts 340 Managing a Diverse Workforce 370 The Supervisor’s Role in Employee Safety and Health, and Labor Relations 400 Part Eight Appendixes APPENDIX A APPENDIX B Overall Self-Assessment and Personal Development Plan 433 Your Career in Supervision and Management 436 Glossary of Terms 458 Photo Credits 465 Index 466 iv new23173_fm_i-xxii.indd Page v 11/17/11 1:58 PM user-f462 volumes/207/MHCE025/new23173_disk1of1/0078023173/new23173_pagefiles Table of Contents Preface xiii Part One Supervisory Management Chapter The Supervisor’s Role in Creating a Positive Workplace 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 Setting Goals, Making Plans, and Improving Costs 29 Road Maps of an Organization / Goal Setting / The Planning Process / Cost-Improvement Strategies / Cost-Improvement 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’s Goals 57 Case 7: The High-Flying Sales Staff 57 v new23173_fm_i-xxii.indd Page vi 11/21/11 4:41 PM user-f466 volumes/207/MHCE025/new23173_disk1of1/0078023173/new23173_pagefiles Chapter 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 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? 111 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 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 Group Exercise: Evaluating Orientation Programs 139 vi Table of Contents new23173_fm_i-xxii.indd Page vii 11/17/11 1:58 PM user-f462 volumes/207/MHCE025/new23173_disk1of1/0078023173/new23173_pagefiles 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 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 169 Case 19: It Sounds Good, But Will They Use It? 169 Part Four Leading the Workforce Chapter 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 187 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 Case 22: Joe’s “Pretty Good” Diner 195 Chapter 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 Table of Contents vii new23173_fm_i-xxii.indd Page viii 11/17/11 1:58 PM user-f462 volumes/207/MHCE025/new23173_disk1of1/0078023173/new23173_pagefiles 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 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 280 Case 32: “That Was the Week That Was” 280 viii Table of Contents new23173_glo_458-464.indd Page 460 11/21/11 4:42 PM user-f466 volumes/207/MHCE025/new23173_disk1of1/0078023173/new23173_pagefiles www.downloadslide.net Employee counseling A problem-solving technique that features an empathetic, interactive discussion—emphasizing listening—aimed at helping an employee cope with some specific aspect of his or her work life Employee engagement The feelings of involvement, commitment, and ownership in the organization by workers Employee turnover A measure of how many people work for an organization and not remain employed there, for whatever reason Employment interview A face-to-face exchange of information between a job applicant and an employer’s representative designed to develop qualitative information about the applicant’s suitability for employment Empowerment Providing lower-level employees with the authority to examine problem situations and resolve them as they arise Equal employment opportunity (EEO) A system of organizational justice, stipulated by law, that applies to all aspects of employment and is intended to provide equal opportunity for all members of the labor force Equity An employee’s perception of the fairness in the application of rewards to oneself and others for their efforts Flexible work schedule A system by which employees can choose—and periodically change—the blocks of time in which they work Forced ranking Performance appraisal system that requires supervisors to array their employees from best to worst Formal work group A group of employees who are assigned by management to similar activities or locations with the intent that they work together in a prescribed way toward goals established by management Free association of ideas The ability of the mind to unconsciously visualize relationships between seemingly different objects and ideas Fun workplace A work unit in which both employees and the organization benefit from the inclusion of playful and humorous activities Functional authority The legitimate authority granted to a staff department to make overriding organizational decisions involving its particular functional specialty Functional organization An organizational structure in which tasks are grouped according to a particular operating function, such as production, sales, information handling, and so on Ergonomic hazard A workplace condition that requires the job holder to repeat or sustain a fixed motion or stress pattern over an extended period of time, and that may include a repetitive strain injury (RSI) G Ethics Both a belief system and a set of behaviors It is often stated as a code of conduct that specifies guidelines and principles for acting with integrity Goals Short-term and long-range targets (objectives) toward which an organization strives Evidence-based management Using objective information and expert judgment as the basis for effective decision making Executive A top-level manager in charge of a group of subordinate managers; this person establishes broad plans, objectives, and strategies GLBTs Employees who are gay, lesbian, bisexual, or transgender Goal setting The process of providing clear objectives for employees to accomplish, often created on a cooperative basis Grapevine The informal communication network that employees use to convey information of interest to them Graphic rating scale An alphabetic or numeric system for quantifying employee performance on a series of items Expectancy An individual’s judgment about the attractiveness and probability of a reward Grievance procedure A formalized, systematic channel for employees to follow in bringing their complaints to the attention of management F Group Two or more people who are aware of one another and interact Feedback Information provided by those engaged in the communication process that serves to clarify and/or verify understanding and to indicate either agreement or dissent Also the process of relaying the measurement of actual performance back to the individual or unit causing the performance so that action can be taken to correct, or narrow, the variance Feedback-avoiding behavior Actions by employees to not seek and even avoid performance-related information from their supervisors Feedback-seekers Employees who actively encourage and invite useful critiques from others 460 Glossary of Terms Group dynamics The interaction among members of a work group and concurrent changes in their attitudes, behavior, and relationships Group norms Beliefs held by a group about what is right and what is wrong as far as performance at work is concerned H Halo effect A generalization whereby one aspect of performance, or a single quality of an individual’s nature, is allowed to overshadow and affect everything else about that person new23173_glo_458-464.indd Page 461 11/21/11 4:42 PM user-f466 volumes/207/MHCE025/new23173_disk1of1/0078023173/new23173_pagefiles www.downloadslide.net Hazard A potentially dangerous object, material, condition, or practice that is present in the workplace to which employees must be alert and from which they must be protected Hostility An aggressive expression of anger displayed by problem employees as an unconscious, unwitting relief from fears about their security or other feelings of inadequacy I L Labor agreement The written agreement that binds a company’s management and its employees’ organization (labor union) for a stipulated period of time to certain conditions of pay, hours, work, and any other matter the parties deem appropriate (Also called union agreement or labor contract.) “In group” A set of employees who are favored by the supervisor and spend more time with her/him Leadership The process of influencing and supporting others to follow you and willingly the things that need to be done Informal work group A group that forms spontaneously among employees who work near one another, who have common personal interests, or who work toward common job goals Learning organization A company in which new ways of thinking are nurtured, people are continually learning how to learn, and the results are widely shared and used at all levels Information Data that have been selected, arranged, and analyzed to make them useful for supervisory decisions Instruction Furnishing knowledge or information in a disciplined, systematic way with the expectation of compliance Interventions A variety of activities designed to make individuals, groups, or the entire organization more effective Line-and-staff organization The most common form of organizational structure, in which line managers hold accountability for results that most directly affect profits or institutional goals, and staff managers hold accountability for results that most directly affect the processes by which line managers accomplish their goals Intuition Drawing on gut instincts to supplement the rational problem-solving process M J Management The process of obtaining, deploying, and utilizing a variety of essential resources in support of an organization’s objectives Job aids Materials placed on or near the work area that help employees remember key points and perform effectively Job breakdown analysis The segmentation of a particular job into important steps that advance the work toward its completion Job enlargement Extending the boundaries of a job by adding differing tasks at the same level of expertise Job enrichment Expanding a job vertically by adding higher-skill activities and delegating greater authority Job evaluation A systematic technique for determining the worth of a job, compared with other jobs in an organization Job instruction training (JIT) A systematic four-step approach to training employees in a basic job skill Job redesign The process of carefully restructuring a job to foster productivity and appeal to the interests of the employees who carry it out Job sharing The process of taking one job and splitting its duties into two so that the combined time and efforts of two persons will satisfy all the work demands K Management by exception A principle of control that enables a supervisor to delegate corrective action to a subordinate as long as the variances in performance are within specified ranges Management by objectives (MBO) A planning and control technique in which a supervisor and his or her immediate superior agree on goals to be attained and standards to be maintained Management information system (MIS) A system (usually computerized) that collects, analyzes, exchanges, and delivers information in a way that helps managers make timely and valid decisions Management principles A set of guidelines established by Henri Fayol and others for carrying out the management process Management process The major managerial functions of planning, organizing, staffing, leading, and controlling, as carried out by all managers in a repetitive sequence, for the attainment of results Manager An individual who plans, organizes, directs, and controls the work of others in an organization Knowledge Job-relevant information Merit raises Increases in an employee’s salary based on the supervisor’s assessment of an individual’s job performance Knowledge management The process of creating and using human and technological networks to capitalize on a company’s expertise, experience, and learning Micromanaging The act of overcontrolling employees’ behaviors after delegating tasks to them, often causing resentment and dissatisfaction Key point The essential element that makes or breaks the job Glossary of Terms 461 new23173_glo_458-464.indd Page 462 11/21/11 4:42 PM user-f466 volumes/207/MHCE025/new23173_disk1of1/0078023173/new23173_pagefiles www.downloadslide.net Middle manager A person who reports to an executive and who directs supervisory personnel toward the attainment of goals and the implementation of plans of an organization Orientation The process in which new employees are introduced to their jobs, co-workers, and work environment through tours, personal introductions, and explanations Mission statement A statement that clarifies the nature and purpose of a business P Modeling The process in which a skilled co-worker or supervisor explains and demonstrates the performance of a key job skill Morale A measure of the extent (either high or low) of voluntary cooperation demonstrated by an individual or a work group and of the intensity of the desire to meet common work goals Motivation The process that impels a person to behave in a certain manner in order to satisfy highly individual needs Multi-skilling The development of capacities to perform two or more key tasks by a single employee N Participation The technique in which a supervisor or manager shares work-related information, responsibilities, decisions, or all three with the work group Participative leadership The act of fully involving employees in decision-making processes so that their ideas are used and they are fully committed to the solution’s success Penalty A punishment or forfeiture imposed by management on an employee as a form of discipline Typically, such penalties include suspensions, loss of time and/or pay, demotion, or loss of job—that is, firing Performance appraisal A formal and systematic evaluation of how well a person performs his or her work and fills the appropriate role in the organization Noise Any kind of distraction, physical or emotional, within an individual or the environment that distorts or obstructs the transmission of a message Performance management The ongoing process of clarifying and communicating performance expectations to employees, and then providing coaching and feedback to ensure the desired actions Nonmanagerial employees Often referred to as “employees” or “associates” workers who receive direction from managers and then perform specific, designated tasks Performance test An employment test that enables job applicants to demonstrate that they can actually perform the kind of work required by the job in question O Personality An individual’s unique way of behaving and of seeing and interpreting the actions of other people and events Occupational Safety and Health Act (OSHA) Comprehensive legislation that establishes standards and calls for the inspection of safety and health conditions and the investigation of all serious accidents and alleged safety or health hazards Created the Occupational Safety and Health Administration Open-book management The practice of sharing extensive information with employees, training and empowering them to use it, and rewarding them for the results Policies Broad guidelines that must be followed in the pursuit of goals Presenteeism The productivity problem created by employees who insist on trying to work even though they are troubled by physical or emotional ailments Preventive controls Controls applied, primarily to an examination of resources, before the conversion process begins Orders Commands given forcefully with the expectation of obedience to them Primacy principal The tendency for trainees to remember best the things that they heard first Organization The structure derived from systematically grouping the tasks to be performed and from prescribing formal relationships that strengthen the ability of people to work more effectively together in pursuing common objectives Problem solving A process of systematically analyzing gaps between expected and actual conditions to find and remedy their causes Organizational citizenship behavior Voluntary and altruistic actions by employees to help out or good deeds for others Organizational culture The underlying (often implicit) set of assumptions, beliefs, attitudes, values, and expectations shared by members of an organization Organizational development (OD) A set of values and assumptions about individuals, groups, organizations, and their environments that suggests they must embrace change and find ways to deal more effectively with each other 462 Glossary of Terms Programmed decision A solution to a recurring problem that can be established for continual use every time the problem reappears Protected groups Certain minority and/or disadvantaged groups in the population that warrant special protection in employment matters R Realistic job preview A balanced presentation of positive and negative features about a job that allows a candidate to reach an informed judgment new23173_glo_458-464.indd Page 463 11/21/11 4:42 PM user-f466 volumes/207/MHCE025/new23173_disk1of1/0078023173/new23173_pagefiles www.downloadslide.net Recency effect The tendency for people to remember best the things that they heard last Social loafing Withholding personal effort within a group while others the extra work References People who give information on those seeking employment Social media Various forms of Internet-based communications, such as Facebook, MySpace, Twitter, and blogs Resilience The capacity of an employee to handle shortterm stress, and bounce back from its distractions Skill The ability to perform a job-related action Resistance to change The tendency of some individuals to avoid learning new ways of doing things Span of control The number of activities or people that a single manager supervises Responsibility The duty or obligation to perform a prescribed task or service or to attain a specified objective Specification A collection of standardized dimensions and characteristics pertaining to a product, process, or service Restructuring The process of laying off large numbers of employees in an attempt to achieve greater cost efficiencies in the future Stakeholders Groups who affect, are affected by, or are deeply interested in the actions of the company and its results Reverse discrimination The notion that implementing affirmative action programs deprives qualified members of nonprotected groups from their rightful opportunities Standard The measure, criterion, or basis—usually expressed in numbers and/or other concrete terms—for judging performance of a product or service, machine, individual, or organizational unit Right-to-work laws Legislation passed in nearly two dozen states that makes it illegal to negotiate for a union shop after a union gains recognition Root cause analysis Exploration of a negative situation to uncover fundamental causes and prevent their recurrence Stereotype The characterization of an individual on the basis of a standardized, oversimplified view of the characteristics believed (often wrongly) to be held in common by the group to which the individual is assumed to belong S Stewardship The view that supervisors are stewards of resources and must play the role of servant-leader to help others achieve their goals Satisfaction The positive state that exists when truly motivating factors (satisfiers)—such as interesting and challenging work, full use of one’s capabilities, and recognition for achievement—are provided Saving face Employees’ actions taken to restore their selfimage and regain their self-esteem after receiving criticism during an appraisal Schedules Detailed date-and-time indications of how facilities, equipment, and employees are to be used to accomplish organizational goals Self-appraisal The process of allowing employees to take responsibility for evaluating their own performance Self-directed learning The process by which trainees learn at their own pace by consulting resources and asking for guidance when they think it is needed Self-esteem The degree of self-confidence that employees have, often based largely on their personal expectations and prior levels of performance Self-managing team A group of employees who perform most managerial activities themselves, thus dramatically changing the roles of a traditional supervisor Strategic control points Key places where it makes the most sense to measure performance and take corrective action Stress The experience of mild or severe psychological and physical reactions to pressures and frustrations that may have arisen over time or appeared suddenly Stressors Environmental, psychological, or psychosocial factors that produce stress within employees and often detract from their work performance Substitutes for leadership Factors already present in the task, organization, or employees that diminish the need for various kinds of supervisory leadership behaviors Superleader A supervisor who places a high priority on developing the skills of employees to manage themselves and engage in self-leadership Superordinate goal An objective that requires cooperation from others to achieve and appeals to both heart and mind Supervisor A manager who is in charge of, and coordinates the activities of, a group of employees engaged in related activities within a unit of an organization SWOT analysis An organization’s examination of its internal and external environments Sexual harassment Repeated or unwarranted verbal or physical advances or sexually explicit remarks that are offensive or objectionable to the recipient System An interrelated set of elements functioning as a whole, characterized by multiple variables, subsystems, and causal connections among parts of the system Six Sigma Efforts by firms to greatly reduce variation in their processes and products and make data-based decisions that will benefit and retain customers Systematic management The traditional approach to management that emphasizes the functions performed in the management process as well as systematic measurement Glossary of Terms 463 new23173_glo_458-464.indd Page 464 11/21/11 4:42 PM user-f466 volumes/207/MHCE025/new23173_disk1of1/0078023173/new23173_pagefiles www.downloadslide.net T U Task-based work Jobs that allow employees to work away from the office, while still making them accountable for results and staying connected via technology Task-centered supervision A method of supervision that places an emphasis on the job or task that employees are expected to perform so as to produce results Unfair labor practices Practices engaged in by either management or labor unions that are judged by the federal labor law (National Labor Relations Act) to be improper, especially in that they (a) interfere with the rights of employees to organize or (b) discriminate against employees for labor union activities Task checklists Clear specifications of important steps to complete Unity of command The principle that each individual should report to only one boss Teachable moments The specific times when employees are most likely to learn Unity of direction The principle that there should be a single set of goals and objectives that unifies the activities of everyone in an organization Team building Activities designed to help group members develop more effective ways of problem solving and interacting Teams Groups of people who must work together cooperatively to achieve common goals, while striving to improve their effectiveness V Validity The proven ability of a test to measure what it purports to measure Telecommuting Working at one’s home, while being connected electronically to the employer’s office Values What an organization believes in and guides its practices by Theory X A set of assumptions in which a supervisor acts as if she or he believes that most people don’t like to work and that they wish to avoid responsibility and prefer job security above all Variance The gap, or deviation, between the actual performance and the standard, or expected, performance Virtual classroom The use of web-based electronic programs to provide just-in-time training to employees Theory Y A set of assumptions in which a supervisor acts as if she or he believes that most people can set challenging goals and provide their own initiative and exert self-control to attain their goals Virtual team A group of people who have a shared goal and must work together to achieve it despite being separated by space, time, or organizational boundaries 360-degree feedback Gathering data on a supervisor from managers, peers, and subordinates and analyzing them to improve performance Voice mail The use of electronic recording to capture, save, and transmit telephone messages Time management The process of analyzing one’s use of time, dividing it into controllable and uncontrollable categories, and using various tactics to make the best use of your time Tolerance The permissible deviation, or variance, from a standard Total quality management (TQM) An approach to quality control that focuses on customer satisfaction and embraces not only all the internal functions of an enterprise, but also external contributors Vision A statement of an organization’s ideal future W Warning A reprimand worded so as to give formal notice to an employee that repetition of a particular form of unacceptable behavior, such as infraction of a rule, will draw a penalty Training need A demonstrated gap between expected and actual performance Withdrawal A passive way for emotionally disturbed employees to cope with their anxieties, in which they retreat from confrontations, appear unduly preoccupied, discourage social overtures, and keep very much to themselves Transfer of training The process in which trainees effectively apply to their jobs knowledge and skills gained in off-the-job training Workplace bullies Persons (supervisors or employees) who humiliate and abuse others through their words and actions Trust The belief by employees that their supervisor will consistently behave with integrity Workplace incivility Discourteous, thoughtless, or rude behavior that impacts others at work Turnover contagion Tendency of co-workers to think about quitting their jobs based on the dissatisfaction and departure of a single employee Workplace violence Acts of intimidation, bullying, threats of bodily harm or property damage, or actual destruction to people or equipment 464 Glossary of Terms new23173_cre_465.indd Page 465 11/19/11 11:43 AM user-f468 volumes/207/MHCE025/new23173_disk1of1/0078023173/new23173_pagefiles www.downloadslide.net Photo Credits chapter chapter Page 7: © Image Source/Getty Images; 10: © Lane Oatey/ Getty Images; 15: © Andrew G Hobbs/Getty Images; 20: © Jupiterimages/Getty Images Page 230: © Mark Scott/Photographer’s Choice RF/Getty Images; 232: © Brand X Pictures/PunchStock; 238: © Purestock/PunchStock chapter chapter 10 Page 33: © Stockdisc; 38: © 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Source/Getty Images; 179: © Ingram Publishing; 185: © Ingram Publishing chapter Page 205: © Jon Feingersh/Blend Images; 210: © Image Source/Getty Images; 212: © PM Images/Getty Images; 216: © Ingram Publishing/Photolibrary chapter 12 Page 322: © PhotoDisc/Getty Images; 323: © Ryan McVay/ Getty Images; 326: © The McGraw-Hill Companies, Inc./ Rick Brady photographer chapter 13 Page 350: © Fuse/Getty Images; 355: © Brand X Pictures; 359: Image Source/Getty Images chapter 14 Page 371: © Big Cheese Photo/Jupiter Images; 375: © Beathan/Corbis; 383: © Jose Luis Pelaez Inc/Blend Images chapter 15 Page 408: © Ingram Publishing/SuperStock; 409: © C Squared Studios/Getty Images; 413: Library of Congress; 421: © Ingram Publishing/age fotostock 465 new23173_ndx_466-474.indd Page 466 11/19/11 11:49 AM user-f468 volumes/207/MHCE025/new23173_disk1of1/0078023173/new23173_pagefiles www.downloadslide.net Index A ABC analysis, 71–72, 444 Absenteeism, 132–134 measuring, 132–133 negative effects of, 132–133 presenteeism, 133 reducing, 133–134, 260–262 staffing process and, 130 types of, 261 Absenteeism rate, 132 Accenture, 353 Acceptance theory of authority, 100 Accident prevention basis for, 409 employee responsibility for, 408 OSHA’s role in, 403–404 safety committees, 409–410 safety inspections, 410 wellness programs, 410–411 workplace violence, 411–412 Accidents accident-prone employees, 401–402 causes of, 401, 402 classification and measurement of accident rates, 404–405 cost of, 401 defined, 401 ergonomic hazards, 402–403 incident rate, 404–405 industries with most, 402 investigating, 405–406 OSHA mandates safety standards, 403–407 recordable incident, 404 record keeping for, 404 root cause analysis, 405 severity rate, 404–405 Accountability authority and responsibility versus, 100 defined, 100 Achievement motivation, 234–235 Actionable feedback, 323 Active listening, 210 Adams, John Quincy, 174 Adjustment, 253 Administrative skills, role of supervisors and, Affiliation motivation, 235 Affirmative action, 375–376 Affirmative defense, 383 Age job satisfaction and, 17 older workers, 386–387 younger workers, 384–386 Age Discrimination in Employment Act, 374, 386 Agenda, for staff meetings, 204 Agreeableness, 228 AIDS, 389 Albrecht, Karl, 298 Alcohol abuse, 262–264 Alcoholics Anonymous, 262 American Association of Career Education, 407 466 Index American Management Association, 30–31 Americans with Disabilities Act, 122, 264, 374, 376–377 Apology, by supervisor, 187 Application, 120–121 Appointments, planned, for spoken communication, 202 Appraisal See Performance appraisal Appraisal interview, 320–324 combining favorable/unfavorable feedback, 321–322 defined, 320 employees’ response, 322–323 feedback-avoiding behavior, 323–324 location for, 320 sandwich technique, 321–322 steps in, 320–321 Appreciative conversation, 202 Aptitude tests, 121 Arbitration, 421–422 Armstrong, Steven J., 157 Artifacts, 209 Assertive requests, 215–216 Associates, 18 AT&T, 239, 285 Attainment of results, 13–14 Attitudes, communicating guidelines, 212 Attrition, 131 Audio and visual aids, 206 Auditory learners, 157, 212–213 Austen, Ben, 47 Authoritative style leadership, 181 Authority, 98–101 acceptance theory of, 100 accountability and responsibility, 100 classifications of, 100–101 defined, 98 delegation, 99 functional, 101 in principles of management, responsibility versus, 98 sources of, 99–100 Autocratic leadership, 178 in continuum of leadership, 183 Autonomy, job redesign and, 239 Award Seekers, 236 B Baby Boomers, 384 Back injuries, 403 Badaracco, Joseph, Jr., 176 Bakke v University of California Board of Regents, 376 Balanced scorecard, 292 Barge, J Kevin, 201 Batesville Casket Company, 47 Behavioral-based questions, 125–126 Behaviorally anchored rating scale (BARS), 317–320 Bell Canada, 90 Belt-tightening program, 45–46 Benchmarking defined, 35, 293 goal setting and, 35 overview of, 293–294 Best Buy, 20, 294 Beyer, Damon, 355 Bias, 68 performance appraisal, 324 Bielous, Gary, 269 Big Five personality traits, 122, 228–229 Bite-sized chunks of information, 157 Black, James Menzies, 125 Blanchard, Ken, 183 Blindsiding, Block, Peter, 186 Blogs, 206 Body language, 209–210 Bos, Julie, 236 Bottom Liners, 236 Brainstorming, 72–73, 74 defined, 74 rules for, 74 Budget control as attainment of results, 14 in control function, 291 defined, 291 Bulletin-board notices, 205–206 Bullies, workplace, 16–17 Burnout, 446, 448 Business dashboards, 292 Business ethical issues bending rules, 453 defined, 66 employee communication, 214 ethics, defined, 452 help yourself and others, 453–454 keeping high ethical standards, 453 motivation, 242 performance appraisal, 329 personality tests and hiring, 121–122 problem solving and, 65–66 restructuring and, 97–98 of training, 158–159 types of problems of, 452 C Cannon, Mark D., 323 Capital One Financial, 90 Career planning, 436–441 career-advancement interview, 438–441 career search inside and outside present organization, 437–438 personal strategies for success and advancement, 454–457 starting point for, 436–437 Caregiver, 186–187 Carl, Linda L., 455 Carmax, 410 Carpal tunnel syndrome, 403 new23173_ndx_466-474.indd Page 467 11/19/11 11:49 AM user-f468 volumes/207/MHCE025/new23173_disk1of1/0078023173/new23173_pagefiles www.downloadslide.net Case, John, 76 Casual dress, 286 Catharsis, 256 Causes, problem solving and, 63–64 Centralized organization, 95–96, 97 Chain of command, 8, 105 Charisma, 173–174 Chase Manhattan Bank, 46 Clarian Health, 411 Closed shop, 415 Coaching, 149 controlling versus coaching, 285 as leadership skill, 174–175 mentoring and, 452 performance appraisal and, 326–327 Cohen, Allan R., 344 Cohesiveness, of groups, 343–344 Cole, Caroline Louise, 11 Colleagues, 18 Collective bargaining, 417–418 Communication See also Employee communication congruent in, 209 defined, 198 gender-based styles of communication, 381 Company policy See Policies Comparable worth, 380 Competition conflict versus, 356 defined, 356 Compressed workweeks, 20 Computer-assisted instruction, 158 Concurrent controls, 289 Confidentiality, performance appraisal, 329 Conflict actions to prevent or resolve, 358 managing, 359 Conflict resolution, 354–357 conflict, defined, 356 conflict versus competition, 356 main sources of conflict, 354–356 Conscientiousness, 228–229 Constructive criticism, 268 Constructive discipline, 268–269 Consultative leadership, 178–179 Contingency model of leadership, 181–182 Contingency plans, 41–42 Continuous improvement, 46 Continuum of leadership, 183 Control/Control function analytical tools for, 291 automatic, 290 balanced scorecard, 292 benchmarking, 293–294 budgets and, 291 business dashboards, 292 concurrent, 289 controlling versus coaching, 285 corrective, 289 defined, 283 dual role of, 283–285 employee interest in productivity and quality, 295 employee resistance to, 295–298 information systems and, 283 key characteristics of, 296 management by exception, 291–292 in management process, overcontrol, 289 performance appraisal related to, 311 plans and, 43, 285 preventive, 289 process of, 287–292 root cause analysis, 294–295 self-control, 298 Six Sigma, 294 standards in, 286–287 strategic control points, 289 supervisor’s role in, 283–285 targets for, 290–291 Total Quality Management, 292–295 undercontrol, 289 Control-oriented leaders, 178 Control standards, 286–287 information for, 287 source of, 286–287 Cooperation, 359–360 from associates, 359 avoiding misunderstanding and gaining, 360 reasons for lack of, 357–358 with staff people, 359–360 Corporate universities, 149 Corrective action, 283, 289 Corrective controls, 289 Cost-benefit analysis, 69 Cost controls, 291 Cost-improvement strategies belt-tightening program, 45–46 building employee support for, 48–49 continuous improvement, 46 employee fear and, 48 importance of, 43 kaizen, 47 most promising cost targets, 44 positive ways to improve costs, 47 scope of, 43–44 setting priorities for, 44–45 sources for ideas of, 46–49 top management and, 48 Costs, of accidents, 401 Counseling See Employee counseling Covey, Stephen, 177, 344 Creativity best ways to generate ideas, 73–74 brainstorming, 72–73, 74 creative thinking define, 72–73 decision making and, 67 defined, 73 free association of ideas, 72 fun workplace and, 108 importance of, 73 problem solving and, 72–74 Credibility, establishing, 455 Critical incidents, 316 Cross, Jay, 145, 160 Cross train, 154 Csikszentmihalyi, Mihaly, 230 CSX Railroad, 37 Cultural diversity, 371 Culture, organizational, 106–108 Current problems, 60 Customer organization, 94 Customer satisfaction benchmarking, 293 Total Quality Management (TQM), 293 Cyberloafing, 266 D Daimler/Chrysler, 161 Dalton, Catherine M., 17 Dannon, 410 Data, versus information, 75 Data bank, 75 de Bono, Edward, 71 Decentralized organization, 95–96, 97 Decision making ABC analysis, 71–72 centralized and decentralized organizations, 95–96 control process, 284–285 cost-benefit analysis in, 69 creativity and, 67 decision tree, 68–69 defined, 62 effective, 71–72 group, 70 in hiring process, 126–127 intuition in, 67 mathematical, 67–68 problem solving and, 62 programmed decision, 69–70 recognizing need for, 66–67 seeking information for, 71–72 systematic approach, 67 Decision tree, 68–69 Delegation, 101–104 authority and, 99 defined, 99 employee acceptance of, 103–104 improving, 102 of jobs to employees, 103 problems in, 104 reasons for, 101–102 tasks appropriate/inappropriate for, 102 time management and, 445–446 Democratic leadership, 178–179, 182 in continuum of leadership, 183 Department of Health, Education and Welfare, 403 Department of Health and Human Services, 410 Devil’s advocate, 348 DeVries, Manfred Kets, 178 Differential treatment, 376 Directive leadership, 178 Disabled workers Americans with Disabilities Act, 376–377 hiring decisions and, 122 Discipline common pitfalls of, 271–272 constructive discipline, 268 defined, 265 due process, 272 employee’s resentment of, 267–268 employee’s support of, 267 expectations of supervisor, 268 firing, 270–271 hot-stove rule of, 269 in principles of management, progressive discipline, 268–269 record-keeping for, 272 triggers for, 265–266 Discrimination defined, 372 job testing and, 378–379 reverse, 376 Index 467 new23173_ndx_466-474.indd Page 468 11/19/11 11:49 AM user-f468 volumes/207/MHCE025/new23173_disk1of1/0078023173/new23173_pagefiles www.downloadslide.net Discrimination—Cont role of stereotyping in, 373 unfair labor practices, 418–419 Disney Corporation, 107, 294 Disparate effect, 376 Dissatisfaction, 233 ways to create, 18 Distance learning, 151 Diversity See Workforce diversity Divisional organization, 93 Division of labor, 91 Division of work, 8, 91 DMAIC, 294 Dolezalek, Holly, 161 Domestic abuse, 411 Dominguez, Carl, 380 Double-blind dilemma, 379 Douglas, Max E., 186 Downsizing compared to fired employees, 270 as cost reduction strategy, 44 restructuring as, 97–98 Drucker, Peter, 186 Drug abuse, 264 Drug tests, 389 Due process, 272 Dunkin’ Brands, 294 Dunlap, Al, 291 Du Pont Co., 402 E Eagly, Alice H., 455 Eastman Kodak Company, 386 Echo Boomers, 384 Education See also Training importance of, 145 80/20 principle, 71 Eisner, Susan P., 379 Ely, Robin J., 455 E-mail, 206–207 guidelines for, 207 Emotional intelligence, 173 Emotional support, leaders role and, 205 Employee See also Troubled employees; Workforce diversity cost-improvement strategies and, 48–49 delegation to, 103–104 discipline and, 267–268 encouraging participation, 179–180 expectations of, 17–19 generations of people in workforce, 384–385 interest in productivity and quality, 295 leadership and maturity level, 183–184 learning without training, 145 management information system and, 76–77 multi-skilled employees, 154 OSHA and, 407 perceptions of work, 19–20 privacy issues, 387–389 resistance to control process, 295–298 safety responsibilities, 408 as term, 18 trust of supervisor, 177 Employee assistance program (EAP), 253 Employee-centered supervision, 14 Employee communication communication process, 198–199 effect on results, 198 468 Index ethical issues, 214 grapevine, 208 to groups, 203–207 guidelines for, 211–214 of instructions, 215 listening, 210–211 methods of, 201–208 nonverbal, 208–211 of orders, 215–216 person-to-person communication, 201–203 of requests, 215–216 three-dimensional communication, 199 360-degree feedback, 200 Employee counseling beginning session, 257 defined, 256 do’s and don’ts of, 259 empathy, 255 employee assistance program, 253 major illnesses, 264–265 nonevaluative listening and, 257 number of sessions, 257–258 by phone, 258 professional referral, 258–259 to reduce absenteeism, 260–262 results from, 258 rules for, 256–257 substance abuse, 262–265 Employee engagement, 134, 241–242 Employment interviews, 123–126 behavioral-based questions, 125–126 building rapport, 124 objectives of, 123 open-ended questions in, 124–125 questions to avoid, 126 realistic job preview, 123–124 Employee ownership plans (ESOPs), 180 Employee performance controls, 291 Employee stock ownership plans (ESOPs), 180 Employment tests, 120 Employee turnover, 130–134 causes of, 131–132 defined, 130 measuring, 130–131 reducing, 133–134 staffing process and, 130 Empowerment, 8, 239–240 job redesign and, 239–240 Entitlement, 132, 260 Equal Employment Opportunity Commission (EEOC), 373, 375–376, 382 Equal employment opportunity laws, 373–375 affirmative action, 375–376 Americans with Disabilities Act, 376–377 differential treatment, 376 disparate effect, 376 evil intent, 376 Family and Medical Leave Act, 377–378 reverse discrimination, 376 sexual harassment, 381–383 Equal Pay Act, 374, 380 Equipment controls, 291 Equitable Life Assurance Society, 161 Equity, 236 as principle of management, Ergonomic hazards, 402–403 Esteem need, 229, 230, 232 Ethics See Business ethical issues Evaluation, for plans and projects, 42–43 Evidence-based management, 75–76 Evil intent, 376 Executive Order, 374 Executives, time horizons and, 9–10 Expectancy, 235–236 Expectations, of employees for work, 17–19 Extroversion, 228 F Facebook, 207 Fair Credit Reporting Act, 374 Fair Labor Standards Act (FLSA) of 1938, 5, 380, 415–416 Fair Pay Act, 374 Family and Medical Leave Act, 374, 377–378 Farm Bureau Insurance, 295 Farrell, Patricia, 449 Favoritism, performance appraisal, 317, 324 Federal Electronic Communications Privacy Act, 388 Feedback actionable, 323 combining favorable/unfavorable feedback in appraisal interview, 321–322 control process and, 290 defined, 199 essential ingredients of, 200 feedback-avoiding behavior, 323–324 flawed feedback, 323 job redesign and, 239 in three-dimensional communication, 199 360-degree feedback, 200 Feedback-avoiding behavior, 323–324 Fiedler, Fred, 181, 182 Firing, 270–271 First-level supervisors, Flawed feedback, 323 Flexible work schedules, 19, 20 Flow, 230 Flynn, Gillian, 412 Forced-choice format, 314–315 Forced ranking, 320 Ford, Robert, 294 Ford Motor, 44 Forgetting process, 156 Formal organizations, 90 Formal work groups, 341 Free association of ideas, 72 Freedom Yearners, 236 Frei, Frances X., 455 Functional authority, 101 Functional organization, 91–92 Fun workplace, 107–108 G Gandhi, Indira, 293 Gangs, 412 Gender See also Women in workforce gender-based styles of communication, 381 General Electric, 37, 46, 319 General Motors, 44 Generation X, personality characteristics of, and motivation, 229 Generation Y, 384 personality characteristics of, and motivation, 229 new23173_ndx_466-474.indd Page 469 11/19/11 11:49 AM user-f468 volumes/207/MHCE025/new23173_disk1of1/0078023173/new23173_pagefiles www.downloadslide.net Gennett, Donna, 102 Genshai, 186 Gen Xers, 384 Geographic organization, 93 Glass ceiling, 379 Glass escalator, 379 Glass wall, 379 GLBT, 372 Goals attainable, 37 controls and, 285 defined, 31 limitations and, 35 measurable, 37 prioritizing, 35 quantitative vs qualitative, 36 reasonable, 35 related to needs, 231 relevant, 35, 37 specific, 37 stretch targets, 37 superordinate, 38 supervisors and, 36 time-oriented, 37 Goal setting benefits of, 38 defined, 231 goals before planning, 34–35 group participation, 345 improved performance and, 40 pitfalls, 38 practical tips for, 35 prerequisites of, 38 SMART guideline for, 37–38 steps in, 34–35 Grabinger, R Scott, 207 Grapevine, 208 Graphic rating scale, 314–315 Greenberg, Eric, 263 Greengard, Samuel, 233 Grievance procedure, 419–422 Griggs v Duke Power, 378 Group decision making, 70 Group dynamics, 341–345 cohesiveness, 343–344 defined, 341 formal work groups, 341 group versus single employee in group, 343 informal work groups, 341–343 “in” group, 342–343 norms, 343 participation, 345–349 problems caused by informal groups, 344 problem solving, 345 Group norms, 343 Group participation, 345–349 conducting successful meetings, 347–348 defined, 345 effectiveness of, 346 in goal setting, 345 problem behavior at meetings, 348–349 social roles, 349 task roles, 349 Groups See also Work group communication with, 203–207 defined, 341 group dynamics, 341–345 task and emotional roles for group leaders, 205 versus teams, 341, 350 Groupthink, 348 Guestology, 294 Gunther, Marc, 372 H Halo effect, 317 Haltom, Camille, 410 Hard-core unemployed, 378 Harley-Davidson, 294 Hazards, 401 ergonomic, 402–403 Heathfield, Susan M., 97 Heaton, Cherrill, 294 Hemp, Paul, 206 Hersey, Paul, 183 Herzberg, Frederick, 233, 237 Hewlett-Packard, 44 Hidden workplace, 90 High-reliability organizations, 292 Hill, Linda, Hollon, John, 271 Honesty tests, 121 Hostility, 254 Hot-stove rule of discipline, 269 Howard, Jeff, 146 Hull, Nancy, 259 Human resource planning, 118–119 Human resources, management of, as attainment of results, 14 Human Rights Campaign, 372 Human Side of Enterprise, The (McGregor), 175 Humility, 456 I Iacocca, Lee, 231 IBM, 20, 133, 372, 410 Incident rate, 404–405 Individuality, 227–229 Industrial democracy, 346 Influence, as leadership skill, 174 Informal organization, 90 Informal work groups, 341–343 Information bite-sized chunks of, 157 in communication process, 198–199 for control standards, 287 versus data, 75 for decision making, 71–72 defined, 75 problem solving and, 62–63 time spent seeking, 74–75 Information management benefits/disadvantages of, 78 data vs information, 75 employees and, 76–77 Management Information System (MIS), 75–78 supervisors and, 76 supplementing with additional data, 76 Instructions, 215 Intelligence tests, 121 Interest tests, 121 Interference, 414 International Association of Machinists, 386 Internet Generation, 384 Interpersonal skills, role of supervisors and, Interventions, 351 Interviews appraisal, 320–324 career-advancement interview, 438–441 employment, 123–126 Intuitive decision making, 67 Inventories cost-improvement strategy and, 47 just-in-time inventory, 47 Inventory controls, 291 Invisible wall, 379 J Job, in division of labor, 91 Job aid, 158 Job analysis, 119–120 Job breakdown analysis, 153–154 Job enlargement, 240 Job enrichment, 240 Job evaluation, 313 women in workforce, 380 Job instruction training, 155 Job redesign basic dimensions of, 239 defined, 239 empowerment, 239–240 payoff from, 240–241 quality of work life, 240–241 Job satisfaction absenteeism and, 260 age and, 17 challenging job and, 17–18 employee expectations for work and, 17–18 employee perceptions of work and, 19 flexible work schedules, 19–20 level of, 17 task-based jobs, 20 telecommuting, 20 ways to create dissatisfaction, 18 Job sharing, 20 Joni, Saj-Nicole A., 355 Jordan-Evans, Sharon, 130 Judgmental role, in control process, 283–284 Just-in-time inventory, 47 K Kaizen, 47 Kaye, Beverly, 130 Key point, 153 Keystone, 16 Kinesthetic learners, 212–213 Kirkpatrick, Shelley A., 172 Knowledge, defined, 152 Knowledge management, 78 Kotter, John P., 73 Kutschera, Ida, 67 L Labianca, Giuseppe “Joe,” 208 Labor agreement, 413 Labor-Management Relations Act, 414–415 Labor Management Reporting and Disclosure Act, 416–417 Labor unions arbitration, 421–422 closed shop and union shop, 415 collective bargaining, 417–418 Index 469 new23173_ndx_466-474.indd Page 470 11/19/11 11:49 AM user-f468 volumes/207/MHCE025/new23173_disk1of1/0078023173/new23173_pagefiles www.downloadslide.net Labor unions—Cont employee membership in, 412, 413 Fair Labor Standards Act, 415–416 grievance procedure, 419–422 Landrum-Griffith Act, 416–417 reasons for joining, 413 right-to-work laws, 415 supervisor and, 412–413, 413–414, 418–419 Taft-Hartley Act, 414–415 unfair labor practices, 414, 418–419 union steward, 419 Wagner Act, 414–415, 418 Walsh-Healey Public Contracts Act, 415–416 Landrum-Griffith Act, 416–417 Latham, Gary, 37, 321 Layoffs, survivors of, 97 Leadership charisma and, 173–174 contingency model of, 181–182 control-oriented leaders, 178 defined, 172 emotional intelligence and, 173 followers, 184–187 humility, 187 importance of employees trust of supervisor and, 177 leadership roles and team building, 352 life-cycle model of, 183 in management process, personality and, 173 personal skills required for, 174–175 popularity of, 186–187 quiet leadership, 176 servant-leadership, 186 situational, 181, 182, 183 stewardship, 186 substitutes for, 185 Theory X, 175–176, 178 Theory Y, 175–176, 177, 179, 185 traits of, 172 Leadership styles, 178–184 autocratic, directive leadership, 178 caregiver, 186–187 continuum of leadership, 183 defined, 178 democratic, consultative leadership, 178–179 participative leadership, 179–180 selecting appropriate, 181–184 Lean production, 47 Learning acquiring knowledge versus learning skill, 152 forgetting process, 156 learning styles and training methods, 157 making job easier to learn, 152–154 motivating employees to learn, 154 older workers, 387 self-directed, 151 speed of training and, 155 Learning organization, 78 Legal issues Americans with Disabilities Act, 376–377 equal employment opportunity laws, 373–375 Fair Labor Standards Act, 415–416 Family and Medical Leave Act, 377–378 grievance procedure, 419–422 Landrum-Griffith Act, 416–417 lie detectors and drug tests, 389 performance appraisal, 327–329 privacy concerns, 387–389 470 Index protected group, 372–373 right-to-work laws, 415 unfair labor practices, 414, 418–419 Letters, 203 Levinson, Harry, 258 Lie detectors, 389 Life-cycle model of leadership, 183 Line-and-staff organization, 92–93 Line organization, 92–93 LinkedIn, 207 Listening active, 210 importance of, 210–211 nonevaluative listening and counseling, 257 tips for effective, 210–211 Literacy, 407 Loafing, 266 Locke, Edwin A., 172 Lockheed Martin, 161 Long-range plans, 30–31, 41 Lorenz, Kate, 132 Losada, Marcial, 454 Losada Ratio, 454 Luntz, Frank, 214 Lynn, Adele, 18 M Maintenance factors, 233 Management defined, learning about, principles of, 7–8 Management by exception, 291–292 Management by Objectives, 320 compared to planning process, 40 Management Information System (MIS), 75–78 benefits/disadvantages of, 78 data vs information, 75 defined, 75 employees and, 76–77 evidence-based management, 75–76 learning organization and knowledge management, 78 making employees more receptive to, 77–78 supervisors and, 76 supplementing with additional data, 76 Management of resources, 13 Management process defined, functions in, 2–3 management principles in, 7–8 Managerial mentor, Managers defined, levels of, 3–4 Managing the Guest Experience in Hospitality (Ford & Heaton), 294 Manz, Charles, 184 Margolis, Joshua, 44 Marques, Joan F., 371 Marriott International, 411 Maslow, A H., 229–231 Mass meeting, 205 Material controls, 291 Material-yield standard, 291 Mathematical decision making, 67–68 Matrix organization, 94–95 McClelland, David, 234 McGregor, Douglas, 175–176, 298 McGregor, Jena, 90 McLaughlin, Ellen E., 377 McNeely, Scott, 388 Meetings conducting successful, 347–348 devil’s advocate, 348 groupthink and, 348 improving productivity of, 349 mass meeting, 205 problem behavior at, 348–349 staff, 204 Meister, Jeanne C., 200 Memos, 202–203 Mentoring, 451–452 coaching and, 452 defined, 451 mentor upward, 451 reverse mentoring, 451 Merck, 294 Merit raises, 313 Micromanaging, 104, 456–457 Microsoft, 410 Middle managers, time horizons and, 9–10 Millennials, 384 effective feedback for, 200 Mindfulness, 292 Minorities See Workforce diversity Mission statement, defined, 30 Modeling performance, 161 Molinsky, Andrew, 44 Morale, 344 communicating guidelines, 212 Morriss, Anne, 455 Motivation achievement, 234–235 affiliation, 235 defined, 229 dissatisfaction, 233 employee engagement, 241–242 empowerment, 239–240 equity, 236 ethical issues, 242 expectancy, 235–236 importance of individuality in, 227–229 job redesign, 239–241 money and, 237 motivational vs maintenance factors, 233–234 needs and, 229–231 older workers, 387 pattern of, 229–231 personality traits and, 228–229 personal recognition, 237–238 power, 235 satisfaction, 232–234 in work itself, 238–242 younger workers, 385–386 Motorola, 37, 46, 145, 294 Multi-skilled employees, 154 Musculoskeletal disorder (MSD), 403 MySpace, 207 N National Labor Relations Act, 414–415 National Safety Council, 403, 409 Navistar, 411 Neag, Mike, 127 new23173_ndx_466-474.indd Page 471 11/19/11 11:49 AM user-f468 volumes/207/MHCE025/new23173_disk1of1/0078023173/new23173_pagefiles www.downloadslide.net Needs hierarchy of, 229–231 job satisfying person’s needs, 232–234 Nelson, Bob, 240 Nesters, 236 Nestor, Mary J., 285 Network, building, 455–456 Neuroticism, 228–229 Nexters, 384 personality characteristics of, and motivation, 229 Noise, in communication process, 199 Nonmanagerial employees, Nonverbal communication, 208–211 body language, 209–210 time, space, symbols and artifacts, 209 Norms, group, 343 Norms, informal groups, 90 Nortel Networks, 294 Nutt, Paul C., 63 O Obesity, 411 Objectives defined, 31 of employment interviews, 123 management by, 40, 320 Occupational Safety and Health Act, 403 Occupational Safety and Health Administration (OSHA), 128 accident record keeping, 404 citation from, 406 classification and measurement of accident rates, 404–405 creation of, 403 effect on safety training, 406–407 employee rights, 407 General Duty clause, 404 O’Driscoll, Tony, 160 Offermann, Lynn, 179 Off-the-job training, 158 O’Grady Harvey, Mary Ellen, 379 Older workers, 386–387 assets of, 386 characteristics of, 384 drawbacks of, 387 generation gap, 384–385 learning process of, 387 motivating, 387 Oliver, Christine, 201 Open-book management, 76–77 Open-ended questions, 124–125 Opportunities, in SWOT analysis, 30 Orders, 215–216 Organization defined, 89 formal, 90 goals of, 89 importance of, 89 informal, 90 organizing versus, 89 work to be done versus, 91 Organizational citizenship behaviors, 129 Organizational culture benefits to strong, 106 defined, 106 fun workplace, 107–108 learning about, 106 organizational structures and, 105–106 role of supervisor in, 107 Organizational development, 351 Organizational structures, 91–98 centralized, 95–96 chain of command, 105 charts of, 96–97 customer, 94 decentralized, 95–96 divisional or product, 93 functional organization, 91–92 geographic, 93 line-and-staff organization, 92–93 matrix organization, 94–95 organizational culture and, 105–106 restructuring, 97–98 span of control and, 96 Organizing in management process, organization versus, 89 problems to avoid, 105 process of, 91 restructuring and, 97–98 Orientation training, 127–129 contents of, 127–128 increasing chances of success, 129 need for, 127 organizational citizenship behaviors, 129 orientation, defined, 127 Osborn, Alex, 72, 74 Output, increasing as cost-improvement strategy, 47 Output controls, 290 Overcontrol, 289 Overstaffing, 119 Overtime, 5, 416 P Pacific Bell, 46 Paid time off, 133 Participation, 345–349 Participative leadership, 179–180 contingency model of leadership and, 181–182 in continuum of leadership, 183 formal programs to encourage, 179–180 potential problems of, 180 prerequisites for, 179 Pay comparable worth, 380 equal pay for equal work, 380 motivation and, 237 overtime, 5, 416 performance appraisal and, 313, 329 principles of management, skill-based, 154 women in workforce, 379–380 Peace, William H., 14 Penalty, 265 Perceptions of work differences in, 19 factors in, 19 improving, 20 Performance appraisal adverse side effects of, 312 appraisal interview, 320–324 basic steps in, 311 behaviorally anchored rating scale, 317–320 bias and favoritism, 324 common biases, 317 consistency from employee to employee, 316 control process related to, 311 critical incidents, 316 defined, 312 ethical issues, 329 factors in, 315–317 fear that employees resent, 312 financial aspects of, 313, 329 flawed feedback, 323 focusing on employee development, 326–327 forced ranking, 320 format for, 314–320 frequency of, 312–313 halo effect, 317 job evaluation, compensation rates and merit raises, 313 legal issues, 327–329 Management by Objectives, 320 new employees, 325–326 poor performing employees, 325 praising employees who deserve it, 324–325 purposes of, 311–312 reasons for low ratings on, 313–314 record-keeping for, 328 self-appraisal systems, 327 special considerations for, 324–327 Performance feedback, 231 Performance management, 265–267 defined, 12, 265 discipline, 265–272 problem performers, 253–255 purpose of, 265 related to training, 162 Performance measurements for controls, 288 for supervisors, 13–14 Performance tests, 121 Personality Big Five personality traits, 122, 228–229 defined, 227 influences of, 227 leadership, 173 Personality tests, 121–122 Personal knowledge networks, 149 Person-to-person communication, 201–203 Persuasion, as leadership skill, 174 Pfeffer, Jeffrey, 317 Physical examination, 122 Planning benefits of, 33 goal setting before, 34–35 importance of, 31 in management process, by supervisors, 30–33 time frame and, 30–31 Planning process, 39–43 compared to Management by Objectives, 40 example of, 31–33 steps in, 39–40 Plans checklist for evaluating, 42–43 contingency, 41–42 controls and, 43, 285 flexibility and, 40–41 long-range, 30–31, 41 short-range, 31, 41 single-use, 41 standing plans, 41 types of, 41 Index 471 new23173_ndx_466-474.indd Page 472 11/19/11 11:49 AM user-f468 volumes/207/MHCE025/new23173_disk1of1/0078023173/new23173_pagefiles www.downloadslide.net Platts, K W., 292 Policies applying, 33 defined, 31 deviating from, 34 purpose of, 33 unwritten, 34 Positivity/negativity ratio, 454 Potential problems, 60 Power motivation, 235 Praise Cravers, 236 Prejudice, 68 bias in performance appraisal, 317 Presenteeism, 133 Preventive controls, 289 Primacy principle, 156 Privacy issues, 387–389 Problem performers, 253–255 Problems causes of, 60–61 characteristics of, 60 current, 60 defined, 60 potential, 60 recognizing, 61 Problem solving, 61–66 business ethics and, 65–66 control process, 284–285 creativity and, 72–74 decision making and, 62 decision tree, 68–69 defined, 61 focus on symptoms, 63 groups, 345 quick fix, 63 seeking help in, 65 systematic approach to, 62–66 Procedures, 31 Proctor & Gamble, 90 Productivity, encouraging employees’ interest in, 295 Productivity Benchmark Index (PBI), 293 Product organization, 93 Programmed decision, 69–70 Progressive discipline, 268–269 Projects, checklist for evaluating, 42–43 Protected groups defined, 372 equal employment opportunity programs, 373–379 older workers, 384–387 women, 379–383 Putin, Vladimir, 178 Q Quality as attainment of results, 14 benchmarking, 293–294 commitment to, 292–295 encouraging employees interest in, 295 root cause analysis, 294–295 Six Sigma, 294 Total Quality Management, 292–295 Quality circles, 180, 346 Quality control (QC), 290–291 Quality of work life, job redesign, 240–241 Quantity, as attainment of results, 13–14 472 Index Questions to avoid in interview, 126 behavioral-based, 125–126 open-ended, 124–125 Quiet leadership, 176 R Rafter, Michelle V., 258 Ramsey, Robert, 31 Raytheon, 90, 372 Realistic job preview, 123–124 Reasonable accommodations, 377 Recency effect, 156 Recordable incident, 404 Record-keeping process for accidents, 404 discipline, 272 performance appraisal, 328 for training, 147 Reengineering, 238–239 References, 120 checking, 122–123 Regulations, defined, 31 Rehabilitation Act, 374 Reingold, Jennifer, 90 Relationship management, 173 Reliability, employment tests, 122 Repetitive strain injury (RSI), 403 Reports, 203 Requests, 215–216 Resilience, 447–448 Resistance to change, 147–148 Resources management of, 13 types of, 13 Responsibility accountability and authority versus, 100 authority versus, 98 defined, 98 in principles of management, Restructuring defined, 97 ethical issues of, 98 organizing and, 97 Results, attainment of, 13–14 Reverse discrimination, 376 Reverse mentor, 451 Rewards equity and, 236 motivation and, 237–238 personal recognition, 237–238 reward preferences, 236 safety, 409 Right-sizing, 44, 119 Right-to-work laws, 415 Rion, Michael R., 66 Risk taking, 228, 229 Riverwood Healthcare Center, 106 Rogers, Will, 455 Rohn, Jim, 174 Roles of supervisor in management process, 2–3 of supervisor vs other managers, Root cause analysis, 294–295, 405 Rotary International, 38 Rules, breaking, 267, 453 Rumors, 49 Ryan, Mike H., 67 S Sadler-Smith, Eugene, 157 Safety accident prevention, 407–410 accidents at work, 401–402 ergonomic hazards, 402–403 gangs, 412 OSHA standards, 403–404 rewarding, 409 wellness programs, 410–411 workplace violence, 411–412 Safety committees, 409–410 Safety need, 229, 230 Salary, overtime versus, Sandwich generation, 384 Sandwich technique, 321–322 Satisfaction job meeting person’s needs, 232–234 motivational vs maintenance factors, 233–234 responsibility for, 233–234 Saving face, 322 Sawyer, William A., 386 Scapegoating, 355–356 Schedules, defined, 31 Schein, Edgar, 456 Schwarzkopf, H Norman, 99 Scotts Miracle Grow, 410 Searchable learning, 149 Second-level supervisors, Self-actualization, 229, 230–231, 232 Self-appraisal systems, 327 Self-Assessment, 433–435 Self-awareness, 173 Self-control, 298 Self-directed learning, 151 Self-esteem, discipline and, 267 Self-fulfilling prophecy, 129 Self-management, 173 Self-managing teams, 352 Self-monitors, 228 Servant-leadership, 186 Severity rate, 404–405 Sexual harassment, 381–383 affirmative defense, 383 defined, 381 preventing, 383 responding to complaints, 382 Shekshnia, Stanislav, 178 Short-range plans, 31, 41 Sidle, Stuart D., 267 Sims, Henry, Jr., 184 Single-use plans, 41 Situational leadership, 181, 182, 183 Six Sigma, 294 Skill, defined, 152 Skill-based pay, 154 Skills inventory, 147 Smith, William P., 206 Smoking, 410–411 Sobotka, M., 292 Social awareness, 173 Social media, communication to groups, 206–207 Social need, 229, 230, 232 Social networks to analyze hidden workplace, 90 screening prospective employees with, 123 seeking information for decision making, 71 Social roles, 349 new23173_ndx_466-474.indd Page 473 11/19/11 11:49 AM user-f468 volumes/207/MHCE025/new23173_disk1of1/0078023173/new23173_pagefiles www.downloadslide.net Social skills, as leadership skill, 174 Solutions, problem solving, 63 Southwest Airlines, 107, 133 Space intelligent use of, as cost-improvement strategy, 47 as nonverbal communication, 209 Span of control, 96 Specification, 290 Spending, wisely as cost-improvement strategy, 47 Spinoza, Charles, 198 Spoken communication to groups, 204–205 person-to-person, 201–203 Staff groups, 92–93 Staffing process, 117–135 absenteeism, 132–134 applications, 120 checking references, 122–123 employment interviews in, 123–126 human resource planning in, 118–119 importance of, 118 improving hiring decisions in, 120 management process and, 2–3 orientation training in, 127–129 overstaffing and understaffing, 119 physical examinations and disabilities, 122 selection decision, 126–127 six-step procedure for, 119–120 social media for screening, 123 testing, 120 turnover, 130–134 Staff meetings, communication, 204 Stakeholders, defined, 98 Standards control, 283, 286–287 defined, 31 material-yield, 291 Standing plans, 41 Stanley, T L., 207, 421 Starbucks, 294 Statistical quality control, 290–291 Stengel, Casey, 341 Stereotypes bias in performance appraisal, 317 defined, 373 Steward, 419 Stewardship, 186 Strategic control points, 289 Strategy, defined, 30 Strengths assessing, in goal setting, 34–35 in SWOT analysis, 30 Stress, 446–451 burnout, 446, 448 defined, 446 differences in handling, 446–447 lessening impact of, 448–451 range of stress-induced symptoms, 446–447 role in creating problems, 447–448 sources of, 447 stress indicators, 446–447 Stressors, 447 Stretch targets, 37 Substance abuse alcoholic, 262–264 drug abuse, 264 Substitutes for leadership, 185 Suggestions, communicating guidelines, 212 Suggestion systems, 180 Sull, Donald N., 198 Superleaders, 184–185 Superordinate goal, 38 Supervisor apology, 187 becoming, 10 benefit from training, 159–160 in control process, 283–285 defined, discipline and employee expectations of, 268 employee counseling, 255–259 employee’s trust of, 177 end results seeking, 12–13 goals and, 36 humility, 187 as keystone, 16 labor unions and, 412–413, 413–414, 418–419 legal status of, 4–5 management information systems, 76 in management process, 2–3 measurement of performance, 13–14 normal day for, 14–15 oral statements by, 198 performance management, 12 personal characteristics of, 11 personal strategies for success and advancement, 454–457 planning by, 30–33 pressures of new supervisors, 15–16 problem performers and, 254–255 reading by, responsibility to help employees develop as leaders, 184–185 role in job satisfaction, 233–234 role in organizational culture, 107 roles of, compared to other managers, span of control, 96 staffing process and, 118 supervisor to manager transition, 6–7 supervisory balance, 14 systems perspective, 13 term of, time horizons and, 9–10 training employee responsibility, 148–152 transition to supervision, 10–11 what to tell, 211–212 work of employees and, 5–6 Survival need, 229 SWOT analysis, defined, 30 Symbols, 209 Symptoms, focusing on, and problem solving, 63 Synergy, 344 Systematic approach decision making, 67 to problem solving, 62–66 training, 145–146 Systems, elements of, 13 T Tabak, Filiz, 206 Tactile learners, 157 Taft-Hartley Act, 4–5, 414–415 Tannen, Deborah, 381 Tardiness, 133 Target, 294 Task-based jobs, 20 Task-centered supervision, 14 Task checklists, 203 Task roles, 349 Taylor, P J., 260 Teachable moment, 150 Team compared to group, 341 defined, 341 Team building, 352 Team leader, Team members, 18 Teamwork See also Work group be a team player, 454 indicators of, 350 lack of, signs of, 350 Organizational Development, 351 patterns in evolution of teams, 353–354 resolving conflict in groups, 354–357 securing cooperation, 357–360 self-managing teams, 352 shared leadership roles in, 352 team building, 352 teams versus groups, 350 virtual teams, 353 Technical skills, role of supervisors and, Telecommuting, 20 Telephone calls, 202 Telephone use, counseling by, 258 Tendinitis, 403 Tests, employment criteria before using, 122 discriminatory, 378–379 ethical use of personality test for hiring, 121–122 types of, 121 Theory X, 175–176, 178 Theory Y, 175–176, 177, 179, 185 Thomas, David A., 372 Threats, in SWOT analysis, 30 3M, 37 360-degree feedback, 200 Time as nonverbal communication, 209 saving as cost-improvement strategies, 47 time controls, 291 Time horizons, 9–10 Time management, 441–446 ABC analysis, 444 delegation and, 445–446 general rules for, 442 guidelines for, 443–444 time wasters, 442–443 vital few, 444–445 Tolerance, 286 Total Quality Management (TQM), 180, 292–295 customer satisfaction, 293 Training, 144–162 benefits from, 159–160 costs of, 159 on demand, 157 employee learning without, 145 ethical issues of, 158–159 factors in learning, 152–156 forgetting process, 156 identifying training needs, 146–147 importance of, 145 indicators of success, 160 job instruction training, 155 Index 473 new23173_ndx_466-474.indd Page 474 11/19/11 11:49 AM user-f468 volumes/207/MHCE025/new23173_disk1of1/0078023173/new23173_pagefiles www.downloadslide.net Training—Cont learning styles and training methods, 157 making job easier to learn, 152–154 modifying for new entrant to workforce, 161–162 off-the-job training, 158 performance management related to, 162 purpose of, 146 record-keeping process for, 147 resistance to change, 147–148 role of training department, 151–152 self-directed learning, 151 structured and systematic, 145–146 supervisor responsibility for, 148–152 teachable moment, 150 training methods, 156–157 transfer of training, 160–161 virtual classroom, 151 visual aids, 157–158 Training needs, 146–147 Train-the-trainer courses, 150–151 bite-sized chunks of information, 157 Traits Big Five personality traits, 122, 228–229 of leaders, 172 Transfer of training, 160–161 Troubled employees behavioral clues of, 254 discipline, 265–272 employee assistance program, 253 employee counseling, 255–259 guiding through crisis, 254 major illnesses, 264–265 performance management, 265–267 problem performers, 253–255 reasons for concern over, 255 reducing absenteeism, 260–262 substance abuse, 262–265 Truman, Harry, 448 Trust, importance of employees trust of supervisor, 177 Tuckman, Bruce, 353 Tulgan, Bruce, 327 Turnover See Employee turnover Turnover contagion, 131 Twitter, 206 U Undercontrol, 289 Understaffing, 119 Unemployed persons, hard-core, 378 Unfair labor practices discrimination, 418–419 interference, 414 Union See Labor unions Union Pacific, 37, 411 Union shop, 415 United Airlines, Inc., 232 474 Index Unity of command, Unity of direction, Upward movers, 236 V Validity, 122, 379 Values, defined, 30 Variance, 289 Vietnam Era Veteran’s Readjustment Assistance Act, 374 Violence domestic abuse, 411 workplace, 411–412 Virtual classroom, 151 Virtual teams, 353 Virtual work, 20 Vision, defined, 30 Visual aids, 157–158, 206 Visual learners, 157, 212–213 Vital few, 444–445 Voice mail, 202 Voluntary absence, 260 Volvo, 294 W Wages and Hours Law, 416 Wagner Act, 414–415, 418 Walmart, 18, 133, 372 Walsh-Healey Public Contracts Act, 415–416 Warning, 269 Washington, Booker T., 378 Waste, reducing, 47 Weaknesses assessing, in goal setting, 34–35 in SWOT analysis, 30 Welch, Jack, 311, 319, 452 Welch, Suzy, 311 Wellness programs, 410–411 Western Electric, 161 Wikis, 206 Williams-Steiger Act, 403, 407 Willyerd, Karie, 200 Withdrawal, 254 Witherspoon, Robert, 323 Women in workforce barriers women face, 379 comparable worth, 380 double-blind dilemma, 379 equal employment opportunity laws, 373–375 gender-based styles of communication, 381 glass ceiling, 379 glass escalator, 379 glass wall, 379 importance of, 379 invisible wall, 379 job evaluation, 380 pay, 379–380 percentage of, 371, 379–380 sexual harassment, 381–383 Work, motivation in, 238–242 Workbrain, 200 Workers, as term, 18 Workforce general makeup of, 371 generations of people in, 384–385 Workforce diversity affirmative action, 375–376 Americans with Disabilities Act, 376–377 cultural diversity, 371 defined, 371 discriminatory job testing, 378–379 equal employment opportunity laws, 373–375 Family and Medical Leave Act, 377–378 generations of people in workforce, 384–385 GLBT, 372 hard-core unemployed, 378 older workers, 386–387 privacy concerns, 387–389 protected groups, 372–373 reverse discrimination, 376 role of stereotyping in discrimination, 373 sexual harassment, 381–383 women in workforce, 379–383 younger workers, 385–386 Work group See also Teamwork decision making and, 70 formal, 341 group dynamics, 341–345 informal, 341–343, 344 participation, 345–349 problem solving, 345 resolving conflict in groups, 354–357 securing cooperation, 357–360 Workplace bullies, 16–17 Written communication to groups, 205–207 person-to-person, 202–203 Y Yang, Jia Lynn, 90 Yankelovich, Daniel, 17 Young, Edward, 442 Younger workers characteristics of, 384 generation gap, 384–385 motivating, 385–386 YouTube, 206 Z Zone, 344 Zuckerman, Adam, 105 Zuckerman, Amy, 242 ... EDITION Supervision MANAGING FOR RESULTS TM new23173_fm_i-xxii.indd Page ii 11/21/11 4:40 PM user-f466 volumes/207/MHCE025/new23173_disk1of1/0078023173/new23173_pagefiles TM SUPERVISION: MANAGING FOR. .. of self -managing teams, who discover it to be a source for understanding the new roles they must play in the absence of a formal leader New to This Edition Supervision: Managing for Results reflects... section for this book begins on page 465 and is considered an extension of the copyright page Library of Congress Cataloging-in-Publication Data Newstrom, John W Supervision : managing for results