supervision and leadership in a - gbv.de · supervision and leadership in a o ... hersey's...
TRANSCRIPT
Supervision andLeadership in a
o
Florida International University
Prentice Hall
Boston Columbus Indianapolis New York San Francisco Upper Saddle RiverAmsterdam Cape Town Dubai London Madrid Milan Munich Paris Montreal Toronto
Delhi Mexico City Sao Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo
Chapter 1: The Supervisor's Rolein a Changing World 1
What Do Supervisors Do? 2
Organization Defined 2
Management Defined 3
Types of Managers 3
Three Aspects of Supervisory Work 4
What Else Do Supervisors Do? 5Do You Have What It Takes to Be aSupervisor? 7
What Traits Should Supervisors Have? 7
What Competencies Should SupervisorsHave? 8
What Skills Should Supervisors Have? 8
Is Supervising for You? 9
A Closer Look at the Supervisor's Tasks,
Activities, Skills, and Traits 10Leadership Applications for Supervisors: HowDoris Applied Her Leadership Skills,.15
What Are the Supervisor's JobProspects? 15
The Supervisor's Changing World 16
Workforce Trends 16
Globalization and Competitive
Trends 18
Workforce Diversity 19
Technological Trends 20
Trends in the Nature of Work 20What These Changes Meanfor Supervisors 21
1. With More Professional, Self-DirectedWorkers, You'll Need Outstanding LeadershipSkills 21
2. You'll Need to Supervise in aDiverse, Multicultural, MultiageWorkplace 22
3. You'll Need World-Class Basic SupervisorySkills 23
Supervising the New Workforce:Understanding Stereotypes 24
What's Ahead 24
KEY TERMS 26
Chapter 2: Leading Today's DiverseWorkforce 33
What Is Leadership? 34
Defining Leadership 34
Studying Leadership 34
Basic Theories of Leadership 34
It's Who You Are: The Leader's Traits 34
Do You Have the Clout? Power andLeadership 36
It's How You Behave: Leader Behaviors 38
Transformational Leadership 40Supervising the New Workforce: GenderDifferences in Leadership Styles 42
Adapting Your Style to the Situation:Situational Leadership-Theories 43
Translating Leadership Theory into Practice 48
The Vroom-Jago-Yetton Model 48
Hersey's Situational Leadership® Model 50
How to Improve Your Leadership Skills 51Special Leadership Skills for Leading aDiverse Workforce 53
Ask: Are You Adjusting to IndividualDifferences? 53
Develop Your "MulticulturalConsciousness" 54
Ask: Are You Really Treating EveryoneEqually? 55
Encourage Inclusiveness 55
Actively Integrate Immigrants into Your Team 55
KEY TERMS 58
Chapter 3: Solving Problems and MakingDecisions 65
The Basics of Decisions and DecisionMaking 66
Why Make Decisions? 66
Types of Decisions 66Leadership Applications for Supervisors:Heroic Leadership and the Importance ofLeadership Decisiveness 67
Decision-Making in Practice: How RationalAre Decision Makers? 69
VII
How to Make Decisions 70
Step 1. Define the Problem 71
Step 2. Clarify Your Objectives 72
Step 3. Identify Alternatives 73
Step 4. Analyze the Consequences 74
Step 5. Make a Choice 76
How to Make Even Better Decisions 76
Increase Your Knowledge 76Leadership Applications for Supervisors:Should You Let Your Employees Participate,or Not? 77
Use Your Intuition 78
Don't Overstress the Finality of theDecision 81
Make Sure the Timing Is Right 81
Encourage Creativity 81
Use Information Technology Tools 83
Avoiding Psychological Traps 84
Decision-Making Shortcuts 85
Anchoring 85
Psychological Set 85
• Perception 86
Supervising the New Workforce: Minority andNonminority Differences in How We SeeThings 87KEY TERMS 88
Chapter 4: Planning and SettingGoals 95
Is Planning the Silver Bullet? 96
People Are Goal-Directed 96
A Sense of Purpose 96
Thinking Things Through Ahead of Time 96
A Means for Control 97
Fundamentals of Business Planning 97
The Planning Process 97
The Hierarchy of Goals 98
Strategic Planning in Brief 99
Types of Plans 101
The Business Plan 101
Contingency Plans 102
Policies, Procedures, and Rules 102
Scheduling and Planning Charts 103
Work Scheduling 106
How to Set Effective Goals 107
Using Management by Objectives 107
Using the Management Objectives Grid 107
Emphasize the Team's Mission 108
How to Set SMART goals 110
How to Set Motivational Goals 110Leadership Applications for Supervisors: Howto Set Participative Goals 111
The Action Plan 111
The Importance of Feedback and Support 112
How to Make Better Forecasts 112
Sales Forecasting Techniques 112
Marketing Research 114
Forecasting and Supply Chain
Management 114
KEY TERMS 115
Chapter 5: Understanding How to ControlWork Processes 123
The Building Blocks of Effective Control 124
Why Control Is Important to Supervisors 124
Making Sure Your Controlss-Are Timely:Steering, Concurrent, and PostactionControls 124
The Basic Three-Step Control Process 126
Leadership Applications for Supervisors: The
Hersey Model and Taking Corrective Action
with the Right Leadership Style 128
Comparing Traditional and Commitment-
Based Controls 128
Traditional Control Tools 128
Commitment and Self-Control 129
Summary: Basic Types of Control 129
Understanding Traditional ControlSystems 130
Diagnostic Controls and BudgetarySystems 130
The Basic Management ControlSystem 130
Ratio Analysis and Return onInvestment 132
Financial Responsibility Centers 132
Activity-Based Costing (ABC) 133
Strategy Maps, Digital Dashboards, and theBalanced Scorecard Process 134
viii CONTENTS
Enterprise Resource Planning(ERP) Systems 135
Using Policies and Rules to Maintain Control 136
Personal/Interactive Control Systems and
Close Supervision 137
Leadership Applications for Supervisors:
Close versus General Leadership 138
How Do People React to Control? 139Unintended Consequences of Controls 139
Supervising the New Workforce: Attitudes atWork 140Encouraging Self-Control: UsingCommitment-Based Control 140
How to Get Subordinates to ExerciseSelf-Control 141
The Supervisor as Leader: Using Cultureand Values to Foster Self-Control 141
How Supervisors Build EmployeeCommitment 142
Summary: How Do You Foster Employees'Self-Control? 143
KEY TERMS 144
Chapter 6: Organizing Jobs and Work 151What Is Organizing? 152
Job Descriptions 152
Departmental Organization Charts 152
Creating Departments 153
The Basic Question1154
Creating Functional Departments 154
Creating Product, Customer, or GeographicDepartments 156
Organizing in Action: RosenbluthInternational 157
How Supervisors Coordinate WorkActivities 157
Project Management 158
A Modern Look at the Principles ofOrganizing 158
Leadership Applications for Supervisors:Adapting Your Instrumental Leadership Style tothe Task 161
Understanding Authority and the Chainof Command 161
What Is Authority? 161
Line and Staff Authority 162
What Are the Sources of a Supervisor'sAuthority? 162
Guidelines for Delegating Authority 164Leadership Applications for Supervisors:Leading Virtual Teams 165
The Meaning of "Decentralized" 166
Tall and Flat Organizations andthe Span of Control 166
Developing Job Descriptions 168
Conducting a Job Analysis 168
Methods for Conducting the JobAnalysis 168
Writing Job Descriptions 171
Supervising the New Workforce: Writing Job
Descriptions That Comply with the ADA 173
Internet-Based Job Descriptions 173
Writing Job Specifications 174
KEY TERMS 175
Chapter 7: The Supervisor's Role inEqual Employment 182
Discrimination and the Supervisor 183
What Supervisors Need to Know About EqualEmployment Opportunity Law 183
Equal Pay Act of 1963 183
Title VII of the 1964 Civil Rights Act 183
Executive Orders 184
Age Discrimination in Employment
Act of 1967 184
Pregnancy Discrimination Act of 1978 184
Federal Agency Uniform Guidelines onEmployee Selection Procedures 185Selected Court Decisions Regarding EqualEmployment Opportunity (EEO) 185
The Civil Rights Act of 1991 186
Sexual Harassment 186
Leadership Applications for Supervisors:Considerate Leadership and Setting the Right
Culture 192
The Americans with Disabilities Act (ADA) 193
Supervising the New Workforce: Providing
Reasonable Accommodation 195
Genetic Information Non-Discrimination
Act of 2008 (GINA) 196
Sexual Orientation 196
CONTENTS ix
State and Local Equal EmploymentOpportunity Laws 196
Summary 197
Defenses Against DiscriminationAllegations 198
What Is Adverse Impact? 198
Bona Fide Occupational Qualification 199
Business Necessity 199Illustrative Discriminatory SupervisoryPractices 200
A Note on What You Can and CannotDo 200
Recruitment 200
Selection Standards 201
Sample Discriminatory Promotion, Transfer,
and Layoff Procedures 201
The EEOC Enforcement Process 202
Processing a Charge 202
What Supervisors Should Know AboutHow to Respond to EmploymentDiscrimination Charges 204
Equal Employment Opportunity versus
, Affirmative Action 204
Steps in an Affirmative Action Program 205
KEY TERMS 206
Chapter 8: How to Interview and SelectEmployees 213
Why Be Careful About Whom You Hire? 214
Why Careful Selection Is Important 215
Basic Employee Selection Concepts 215
What Are Reliability and Validity? 216
Protecting the Candidate's Rights 217
Types of Selection Tests 218
How Do Employers Use Tests at Work? 218
Computerized and Online Testing 221
Situational Judgment Tests 222
Management Assessment Centers 222
Leadership Applications for Supervisors:
How Do Employers Select Leaders? 223
How to Interview Job Candidates 224
Two Basic Interview Issues 224
How Useful Are Interviews? 226
How to Avoid Common Interviewing
Mistakes 226
Supervising the New Workforce: Bias AgainstWorking Mothers 228
Steps in Conducting an EffectiveInterview 228
Supervising the New Workforce: ApplicantDisability and the Employment Interview 232Background Checks and Other SelectionTechniques 232
How to Conduct Effective BackgroundInvestigations and Reference Checks 232
How to Spot Dishonesty 235
Realistic Job Previews 236
Tapping Friends and Acquaintances 236
Seeing What the Candidate Can Do 236
Physical Exams 236
Drug Screening 237
Complying with Immigration Law 237
KEY TERMS 238
Chapter 9: Training and DevelopingEmployees 245
Orienting and Training Employees 246
Why Orientation Is Important 246
Types of Orientation Programs 246
Using Technology in Orientation 248
The Training and Development Process 248
What Is Training? 248
Designing the Training Program 252
Training Techniques 252
On-the-Job Training 252
Informal Learning 254
Apprenticeship Training 255
Behavior Modeling 255
Vestibule Training 256
Audiovisual and Traditional Distance Learning
Techniques 256
Computer-Based Training 256
Training via the Internet and Learning Portals 257
Mobile Learning 258
Training for Special Purposes 258
Supervisory Training and Development
Programs 260
Supervisory On-the-Job Training 260
Action Learning 261
The Case Study Method 261
CONTENTS
Business Games 261
Outside Programs and Seminars 261
University-Related Programs 262
In-House Development Centers 262Understanding Organizational ChangePrograms 262
Lewin's Process for Overcoming Resistance 263Leadership Applications for Supervisors:Building Your Transformational LeadershipSkills 264
Organizational Development 264
Evaluating the Training and DevelopmentEffort 265
Training Effects to Measure 265Career Management Methods forSupervisors 266
Career Terminology 266
The Employee's Role 266
The Employer's Role in CareerManagement 268
The Supervisor's Role 269
Leadership Applications for Supervisors:
Servant Leadership 269
Building Your Mentoring Skills 270
Supervising the New Workforce: Gender
Issues in Career Development 271
KEY TERMS 272
Chapter 10: Using Motivation andIncentives 280
What Supervisors Should Know About
Individual Behavior 281
Personality and Behavior 281
Abilities and Behavior 283
Perception and Behavior 284
Attitudes and Behavior 284
Summary 285
Need-Based Approaches to Motivation 285
Maslow's Needs-Hierarchy Theory 285
Herzberg's Hygiene-Motivator (Two-Factor)Approach 287
Needs for Achievement, Power, andAffiliation 288
Process Approaches to Motivation 291
Adams's Equity Theory 291
Locke's Goal Theory of Motivation 291
Vroom's Expectancy Theory 292Learning/Reinforcement Approaches toMotivation 292
B. F. Skinner and Operant Behavior 293
Behavior Modification 293Motivation in Action: 10 Methods forMotivating Employees 293
1. Set Goals 293
2. Use Pay for Performanceand Incentives 294
3. Improve Merit Pay 297
Supervising in Challenging Times: Incentivesfor Top Performers 298
4. Use Recognition 298
Leadership Applications for Supervisors: Roleof Charismatic and Transactional Leadershipin Motivation 299
5. Use Positive Reinforcement 300
6. Use Behavior Management 302
7. Empower Employees 304
8. Enrich the Job 304
9. Use Skill-Based Pay 306
10. Provide Lifelong Learning.308Putting It All Together: How to SolvePerformance-Motivation Problems 308
KEY TERMS 310
Chapter 11: Leading the Team Effort 318Why Teams Are Important 319
Is Teamwork New? 319
What Using Teams Means for
Supervisors 319
How Group Dynamics Affect Teamwork 320
Group Norms 320
Group Cohesiveness 321
The Basic Types of Teams at Work 322
Work Teams 322
Suggestion Teams, Problem-Solving Teams,
and Quality Circles 323
Project Teams 323
Virtual Teams 323
Supervising Self-Directed Work Teams 324
How to Evaluate Team Performance 326
Does Teamwork Work? 326
CONTENTS xi
Symptoms of Unproductive Teams 327
Signs of Productive Teams 327
How to Build a High-Performing Team 328
Hire Team Players 328
Guidelines for Building Higher Performing
Teams 331
Leading Productive Teams 332
What Do We Know About How to LeadEffective Teams? 332
A Snapshot of How Effective Team LeadersBehave 333
What Values Should Team LeadersExhibit? 334
Making the Transition from Supervisor to TeamLeader 334
Leadership Applications for Supervisors:Distributed or Shared Leadership 335Supervising the New Workforce: LeadingDiverse Work Teams 336How to Use Groups to Make BetterDecisions 337
Pros and Cons of Group Decision• Making 337
Some Basic Tools for Improving GroupDecision Making 338
How to Lead a Group Decision-Making
DiSCUSSion 339
KEY TERMS 340
Chapter 12: Coaching andCommunicating Skills for Leaders 348
Why There's More to Communicating Than
Just Talking 349
The Communication Process 349
Noise: Barriers to EffectiveCommunication 351Nonverbal Communication 352
Psychological Barriers 353Supervising the New Workforce: Cultural,Linguistic, and Diversity Barriers 354How to Improve InterpersonalCommunication 355
Guidelines for Improving InterpersonalCommunications 355
How to Be More Persuasive 357
How to Improve Your Negotiating Skills 358
Communicating Upward and CommunicatingDownward 360
How to Encourage UpwardCommunication 360
Improving DownwardCommunication 362
Coaching, Counseling, and MentoringEmployees 363
Building Your Coaching Skills 364Leadership Applications for Supervisors:Dyads and Followership 366Using Other Important CommunicationsMedia 367
Guidelines for Written Work 367
Guidelines for Making Presentations 368
Electronic Mail 369
Work Group Support Systems 370
KEY TERMS 371
Chapter 13: Appraising and ManagingPerformance 379
The Performance Appraisal Cycle 380
What Is Performance Appraisal andManagement? 380Why Appraise Performance? 381The Importance of ImmediateFeedback 381
Specifying Employees' Goals and WorkStandards 381
The Supervisor's Role in AppraisingPerformance 382
Why It's Important to Be Candid with theSubordinate 383
Tools for Appraising Performance 383
Graphic Rating Scale Method 383
Alternation Ranking Method 386
Forced Distribution Method 388
Using Critical Incidents 389
Narrative Forms 389
Behaviorally Anchored Rating Scales 389
Management by Objectives 391
Computerized and Web-Based Performance
Appraisal 392
Appraisal in Practice 392
Who Should Do the Appraising? 392
Xii CONTENTS
Appraisal Problems and How to HandleThem 396
Potential Appraisal Issues 396Supervising the New Workforce: The GenderGap in Appraisals 397
Five Guidelines for Effective Appraisals 398
Appraisals and the Law 399The Appraisal Interview and Taking CorrectiveAction 399
Types of Appraisal Interviews 400
How to Conduct the Appraisal Interview 400
Taking Corrective Action 401Leadership Applications for Supervisors: TheAppraisal Interview and the Quality of theLeader-Member Exchange (LMX) 402
The Development Plan 403
Using Performance Management 404
What Is Performance Management? 404
Comparing Performance Appraisal and
Performance Management 404
Using Performance Management 404
Using Information Technology to Support
Performance Management 404
KEY TERMS 406
Chapter 14: Supervising Ethics, FairTreatment, and Discipline at Work 414
Treating Subordinates Fairly 415
The Effects of Workplace Unfairness 415
Why Treat Employees Fairly? 415
What Causes Unfair Behavior? 416
Supervisors' Fairness Guidelines 418
Understanding the Role of Ethics
at Work 418
What Are Ethics? 418
Why Study Ethics? 419
What Determines Ethical Behavior at
Work? 420
There's No One Smoking Gun 420
What the Employee Can Do 421
The Supervisor as Leader: What the
Supervisor Can Do 421
What the Company Can Do 423
In Summary: Some Things to Keep in MindAbout Ethical Behavior at Work 426
Managing Employee Discipline andPrivacy 427
Basics of a Fair and Just DisciplinaryProcess 427
Supervising the New Workforce: ComparingMates and Females in a DisciplineSituation 427
Leadership Applications for Supervisors:Using Power and Coercion in DiscipliningEmployees 430
Employee Privacy 432
Employee Monitoring 432
Managing Dismissals 433
Termination at Will and Wrongful Discharge 433
Grounds for Dismissal 434
Avoiding Wrongful Discharge Suits 435
Personal Supervisory Liability 436
The Termination Interview 436
Layoffs, Downsizing, and the Plant Closing
Law 437
KEY TERMS 439
Chapter 15: Supervising Grievances andLabor Relations 448
Do Unions Matter? 449
Why Do Workers Organize? 449
The Bottom Line for Supervisors 450
What Do Unions Want? What Are
Their Aims? 450
TheAFL-CIO 451
Unions and the Law 451
The Norris-LaGuardia (1932) and NationalLabor Relations or Wagner Acts (1935) 451
The Taft-Hartley Act (1947) 452
The Landrum-Griffin Act (1959) 454What the Supervisor Should Know About theUnion Drive and Election 454
Step 1. Initial Contact 454
Step 2. Obtaining Authorization Cards 455
Step 3. Hold a Hearing 456
Step 4. The Campaign 456
Step 5. The Election 457
What Can Supervisors Expect the Union toDo to Win the Election? 457
The Supervisor's Role 458
CONTENTS xiii
Useful Rules for Supervisors Regarding UnionLiterature and Solicitation 458
What to Expect During the CollectiveBargaining Process 459
What Is Collective Bargaining? 459
What Is Good Faith? 459
The Negotiating Team 460
Bargaining Items 460
Bargaining Stages 460
Impasses, Mediation, and Strikes 461
The Contract Agreement 463
How to Handle Grievances 463
Sources of Grievances 464
The Grievance Procedure 464
Supervisor's Guidelines for HandlingGrievances 467
Leadership Applications for Supervisors: Roleof Leader Consideration and Support inGrievances 468What's Next for Unions? 469
Why the Union Decline? 469
Card Check and Other New Union
' Tactics 469
KEY TERMS 471
Chapter 16: Protecting Your Employees'Safety and Health 479
Why Is Safety Important? 480
The Employer's Role in Safety 480
What Top Management Can Do 480
What the Supervisor Can Do 481
Leadership Applications for Supervisors:Leader Consideration, Culture, andSafety 481
What Supervisors Should Know AboutOccupational Safety Law 483
OSHA Standards and Record Keeping 483
Inspections and Citations 484
Responsibilities and Rights of Employers and
Employees 487
What Causes Accidents? 487
Unsafe Conditions and Other Work-RelatedFactors 487
What Causes Workers to ActUnsafely? 489
How Employers and Supervisors Can PreventAccidents 489
Reducing Unsafe Conditions 490
Personal Protective Equipment 490Supervising the New Workforce: ProtectingVulnerable Workers 490
Reducing Unsafe Acts through CarefulScreening 494
Reducing Unsafe Acts through Training 495Supervising the New Workforce; Safety Trainingfor Hispanic Workers 495
Reducing Unsafe Acts through Motivation:Posters, Incentives, and PositiveReinforcement 496
Use Employee Participation 497
Conduct Safety and Health Audits andInspections 497
The Supervisor's Role in Controlling Workers'Compensation Costs 497
Supervising in Challenging Times: CuttingSafety Costs Without Cutting Costs 499Workplace Health Hazards: Problems andRemedies 499
Chemicals and Industrial Hygiene 499
Asbestos Exposure at Work 500
Infectious Diseases 500
Alcoholism and Substance Abuse 500
Dealing with Stress, Burnout, and
Depression 503
Solving Computer-Related HealthProblems 504
What Supervisors Should Know About
Violence at Work 505
Enterprise Risk Management 508
Setting Up a Basic Security Program 508
KEY TERMS 510
Endnotes 517
Photo Credits 561
Index 563
xiv CONTENTS