Supervision: Concepts and Practices of Management / Edition 8

Supervision: Concepts and Practices of Management / Edition 8

by Raymond Hilgert, Edwin C. Jr. Leonard

ISBN-10: 0324072848

ISBN-13: 9780324072846

Pub. Date: 07/28/2000

Publisher: Cengage Learning

This is a skills-focused introductory textbook on supervisory management. The text and supplements are organized around the learning objectives to create a comprehensive teaching and testing system—an integrated learning system. Also, at the end of each chapter are three skills applications.


This is a skills-focused introductory textbook on supervisory management. The text and supplements are organized around the learning objectives to create a comprehensive teaching and testing system—an integrated learning system. Also, at the end of each chapter are three skills applications.

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Cengage Learning
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Older Edition

Table of Contents

Part 1Supervisory Management Overview
Chapter 1The Supervisory Challenge in the 21st Century2
What Does It Mean to Be a Supervisor?4
Schools of Management Thought7
Factors and Trends Affecting the Role of the Supervisor10
Empowerment and Employee Participation in Decision Making24
Supervision: A Professional Perspective24
AppendixGetting into Supervision30
Chapter 2The Managerial Functions36
The Person in the Middle37
Managerial Skills Make the Difference38
Functions of Management41
The Supervisor As Team Leader44
Managers and Leaders: Are They Different?45
Managerial Authority47
Power--The Ability to Influence Others49
Chapter 3Communication: The Vital Link in Supervisory Management59
Need for Effective Communication61
Channels of the Communication Network63
Methods of Communication69
Barriers to Effective Communication72
Overcoming Barriers to Effective Communication78
Chapter 4Motivational Principles As Applied to Supervision92
Determinants of Human Behavior93
Understanding Motivation and Human Behavior96
Comparing Theory X and Theory Y108
Supervisory Approaches for Attaining Positive Employee Motivation111
Chapter 5Solving Problems: Decision Making and the Supervisor127
The Importance of Decision-Making Skills to Supervisors128
Types of Decisions129
The Decision-Making Process131
Time Impacts the Decision-Making Process143
AppendixThe Fishbone Process148
Part 1 Cases
Part 2Planning
Chapter 6Essentials of Planning166
Management Functions Begin with Planning168
The Strategic-Planning Process168
All Managerial Levels Perform the Planning Function172
Planning Periods172
Effective Planning Is Required for Successful Management175
Planning for Quality Improvement and Knowledge Management175
Organizational Goals and Objectives178
Management by Objectives--A System for Participative Management180
Standing Plans183
Single-Use Plans189
Planning Tools192
Chapter 7Supervisory Planning and Managing Time and Stress203
Supervisory Forecasting204
Supervisory Planning: Tactical Strategies206
Supervisory Planning for Use of Resources208
Time and Stress Management219
Part 2 Cases
Part 3Organizing
Chapter 8Concepts of Organizing248
Organizing As an Essential Managerial Function249
Unity of Command and Authority Relationships250
The Span of Management Principle251
Authority in Supervision262
Line and Staff Authority Relationships and Organizational Structures265
The Role of Functional Authority270
The Matrix-Type Organizational Structure271
Organizational Principles in an Era of Organizational Downsizing273
Chapter 9Supervisory Organizing at the Departmental Level283
Supervisory Organizing for Employee Empowerment284
Delegation, Decentralization, and Recentralization285
Delegating by Developing Understudies288
Planning the "Ideal" Departmental Structure291
Organizational Tools and Their Application292
Informal Organization295
Chapter 10Managing Meetings303
The Need for Meetings and Committees in an Electronic Age304
Types of Meetings306
Committees: Types, Composition, and Size309
Leading Effective Problem-Solving Meetings310
Managing Meetings with the Boss320
Chapter 11The Labor Union and the Supervisor328
Labor Unions Are Still Part of Supervisory Organizational Concerns329
Understanding Employee Efforts to Unionize332
Union-Organizing Efforts and the Supervisor335
The Supervisor's Involvement in Union-Management Relationships336
The Shop Steward and the Supervisor342
Part 3 Cases
Part 4Staffing
Chapter 12The Supervisor and Employee Recruitment, Selection, Orientation, and Training368
The Staffing Function and the Human Resources Department369
Preparing to Fill Staffing Needs370
The Selection Process376
Orientation of New Employees389
Training and Development392
Chapter 13Performance Appraisal and Managing the Results: Coaching, Promoting, and Compensating Employees406
Employee Performance Appraisal407
Advantages of a Formal Appraisal System413
The Performance Appraisal Process414
Managing the Results of Performance Appraisal: Coaching Employees426
Managing the Results of Performance Appraisal: Promoting Employees427
Managing the Results of Performance Appraisal: Compensating Employees431
Part 4 Cases
Part 5Leading
Chapter 14Supervisory Leadership and the Introduction of Change466
Leadership: The Core of Supervisory Management467
Contemporary Thoughts on Leadership470
Leadership Theories471
The Process of Delegation473
Delegation by the Supervisor478
Approaches to Supervisory Leadership480
Introducing Change488
Chapter 15Managing Work Groups: Teamwork, Morale, and Counseling502
Understanding Work Groups and Their Importance504
Classifications of Work Groups505
Research Insights for Managing Work Groups506
Understanding and Maintaining Employee Morale512
Factors Influencing Morale515
Assessing Employee Morale518
The Supervisor's Counseling Role521
Programs for Assisting Employees with Personal and Work-Related Problems522
Chapter 16Supervising Diversity538
Managing Diversity Is Realistically a Bottom-Line Concern539
Protected-Group Employees and Supervision of Diversity541
Supervising Racial and Ethnic Minority Employees545
Supervising Women548
Supervising Employees with Disabilities554
Other Protected Groups and the Supervisor557
Protected-Group Supervisors560
Understanding Reverse Discrimination561
Good Supervision: The Overriding Consideration562
Chapter 17Resolving Conflicts in the Workplace572
Disagreements and Conflicts Are a Part of the Workplace573
Procedures for Resolving Grievances and Complaints580
The Supervisor and the Significant First Step in Resolving Complaints and Grievances584
Supervisory Guidelines for Resolving Complaints and Grievances585
Part 5 Cases
Part 6Controlling
Chapter 18Fundamentals of Controlling618
The Supervisor's Role in Controlling619
Time Factor Control Mechanisms622
Characteristics of Effective Controls624
Steps in the Control Process626
Budgetary Control634
Cost Control and the Supervisor637
Other Control Areas640
Chapter 19Positive Discipline649
The Basis and Importance of Positive Discipline650
Identifying and Confronting Disciplinary Situations652
The Disciplinary Process and Just Cause658
Practicing Progressive Discipline662
Applying the Hot Stove Rule668
Documentation and the Right to Appeal673
Discipline Without Punishment674
Part 6 Cases
AppendixPartial Listing of Federal Employment Legislation That Impacts Supervisors703
Photo Credits1

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