ISBN-10:
1285063007
ISBN-13:
2901285063002
Pub. Date:
01/01/2014
Publisher:
Cengage Learning
Supervisory Management / Edition 9

Supervisory Management / Edition 9

by Donald C. Mosley

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Product Details

ISBN-13: 2901285063002
Publisher: Cengage Learning
Publication date: 01/01/2014
Edition description: New Edition
Pages: 560
Product dimensions: 8.00(w) x 9.80(h) x 0.80(d)

About the Author

Donald C. Mosley was Professor Emeritus of Management at the University of South Alabama and also the founder and chairman of the Synergistic Consulting Group. Earlier in his career, Dr. Mosley served as Chair of the Management Department at Mississippi State University and as a visiting professor at the University of Otago in Dunedin, New Zealand (where he helped to develop the first M.B.A. degree program in New Zealand). In 1973 he became Dean of the College of Business at the University of South Alabama in Mobile, where he helped the College become accredited by the American Assembly of Collegiate Schools of Business. In 1983, he returned to teaching, research, and consulting; and in 1999 he received the University of South Alabama Alumni Association's Outstanding Professor award and was mentioned in Who's Who Among America's Teachers.


Donald C. Mosley, Jr. is an Assistant Professor of Management at the University of South Alabama where he teaches Management Theory and Practice, Organizational Behavior, and Management Seminar. He received his Ph.D. in Business Administration from Mississippi State University. He earned a Bachelor of Arts degree from Millsaps College and a Master of Business Administration degree from the University of South Alabama. He has conducted research in the areas of recruiting, selection, conflict management, teamwork, leadership, and partnering. As a consultant, he has been instrumental in working with organizations in the public and private sectors to implement organizational development techniques and supervisory training programs. Dr. Mosley is a member of the Academy of Management Association and the Southern Management Association.


Paul Pietri is Professor of Management at the University of South Alabama; in 1993, the Alumni Association selected him for their Outstanding Professor award. Dr. Pietri has an extensive background as a trainer/consultant to private and public sector organizations, both in North America and abroad. He has designed, administered, and conducted training at the supervisory level for organizations in thirty-five states and Canada. These include International Paper Company, Shell, Dupont, the U.S. Departments of Agriculture, Labor, and Defense, and others. He also helped design curriculum for the "Supervisory Communication" segment of Mississippi Public Television's series "Effective Communication". His writings have reflected his training and design experiences, and appeared in such journals as Training, Organizational Development Journal, Industrial Management, and others.

Table of Contents

Part 1Overview
1Supervisory Management Roles and Challenges2
Preview: Sharon Olds, Supervisor3
The Need for Management6
What Do Managers Do?9
Skills Required for Effective Management12
The Transition: Where Supervisors Come From17
The Improving Position of Supervisory Managers18
Supervisory Relationships20
Some Current Trends Challenging Supervisors22
Skill Builder 1-1.The Personal Interest Inventory28
Skill Builder 1-2.Effective and Ineffective Supervisors31
Case 1-1.The Weak Supervisor31
2Quest for Quality and Empowerment34
Preview: City Hospital35
Empowerment37
Quality42
Role of the Supervisor in Empowerment and Total Quality56
Skill Builder 2-1.Applying Empowerment60
Skill Builder 2-2.The Quality Assignment61
Case 2-1.Hillshire Farm/Kahn's62
Part 2Planning
3Fundamentals of Planning and Time Management66
Preview: Changes at Dixon67
Some Important Points About Planning68
Planning at Different Management Levels72
Importance of Setting Objectives74
The Supervisor and MBO78
Types of Plans80
Managing Your Time87
Skill Builder 3-1.Testing Your Planning Skills94
Skill Builder 3-2.Determining Priorities95
Case 3-1.Setting Performance Objectives95
4Decision Making and Problem Solving98
Preview: The Advancing Landscape Architect99
Role of Decision Making in Supervisory Management100
What Is Decision Making?102
How to Make Decisions106
Factors to Keep in Mind When Making Decisions109
Individual and Group Decision Making114
Improving Decision Making116
Skill Builder 4-1.Whom Do You Promote?120
Skill Builder 4-2.Personal Problems122
Case 4-1.Able or Baker?122
Part 3Organizing
5Fundamentals of Organizing126
Preview: John Moody's Growing Organization127
The Four Stages in Growth of an Organization128
Departmentalization134
Two Important Organizing Principles138
Relationships Between Line and Staff143
Decentralization versus Centralization146
Downsizing148
Management Philosophy, Strategy, and Organization150
Skill Builder 5-1.Proposed Change of Organization157
Skill Builder 5-2.Reducing Costs in an Accounting Firm158
Case 5-1.Conflicting Views158
6Delegating Authority160
Preview: Joe Allegro, An Effective Developer of People161
Why Delegate?162
Process of Delegation164
Effective Delegation167
Parties Involved in Effective Delegation171
Why Supervisors Fail to Delegate172
Dealing with Ineffective Employees174
Relating Delegation to Success or Failure175
Ineffective Delegation: A Solution176
Skill Builder 6-1.Test Your Delegation Habits180
Case 6-1.The Promotion Decision181
Case 6-2.Marion Dawson's Problem182
Case 6-3.Preparing an Action Plan183
Part 4Leading
7Communication186
Preview: Good News, Bad News?187
What Is Communication?188
Flows of Communication191
Barriers to Effective Supervisory Communication198
Improving Supervisory Communications202
Skill Builder 7-1.Assessing Your Information-Disclosing and Information-Receiving Style212
Skill Builder 7-2.Practicing Active Listening214
Case 7-1.Developing a Communication Plan216
8Motivation218
Preview: Sharon Olds: People Motivator219
Motivation: Some Fundamentals of Understanding Human Behavior221
Maslow's Hierarchy of Needs Theory224
Herzberg's Theory228
Other Theories of Motivation230
Lessons from the Theories: Five Steps to Motivating Employees235
Skill Builder 8-1.Classifying Managerial Rewards240
Skill Builder 8-2.Applying Motivational Theory241
Case 8-1.The Motivational Challenge241
9Leadership244
Preview: Kenny: An Effective Supervisor245
Leadership: What Is It All About?246
Developmental Leadership256
Transformational and Transactional Leadership260
Servant Leadership262
Core Leadership Functions264
Skill Builder 9-1.The Debate Question268
Skill Builder 9-2.Diagnosing and Selecting the Appropriate Leadership Style268
Case 9-1.Kenny's Leadership--A Further Analysis270
10Managing Change, Group Development, and Team Building272
Preview: The Ritz-Carlton Hotel Corporation273
Managing Organizational Change276
Importance of Work Groups281
Team Building289
Self-Managing Work Teams295
Skill Builder 10-1.Team Building298
Skill Builder 10-2.Development of a Generic Project Partnering Approach298
Skill Builder 10-3.Creating an Organizational Culture300
Skill Builder 10-4."Win as Much as You Can" Tally Sheet300
Case 10-1.The Shift to Team Leadership301
Part 5Controlling
11Exercising Control304
Preview: Ron Johnston: Controlling Operations305
What Is Control?306
Characteristics of Effective Control Systems307
Types of Control Systems308
Steps in the Control Process309
Management by Exception318
The Impact of Technology on Controls320
Skill Builder 11-1.The Overcontrolling Supervisor323
Skill Builder 11-2.Setting Standards and Measuring Performance323
Skill Builder 11-3.Setting Course Standards324
Case 11-1.Controlling Absenteeism324
12Controlling Productivity, Quality, and Safety326
Preview: Productivity Increase or Else327
Improving Productivity and Cost Control328
Controlling Quality338
Promoting Employee Safety347
Skill Builder 12-1.Quality Survey354
Skill Builder 12-2.Increasing Safety Performance355
Case 12-1.Using Quality Tools356
Part 6Skill Development
13Coaching for Higher Performance360
Preview: Coaching in Action361
Introduction to Coaching362
The Coaching Functions365
Coaching and Understanding Diversity367
The Skills of Coaching368
Coaching for Improved Performance: Confronting and Challenging370
Coaching: The Counseling Function372
Skill Builder 13-1.Practicing "I" Messages378
Skill Builder 13-2.Practicing Coaching Responses379
Case 13-1.The Coaching Meeting380
14Meetings and Facilitation Skills384
Preview: Chuck Dansby, Facilitator "Extraordinaire"385
Purposes of Meetings386
Approaches Used at Meetings389
Advantages and Disadvantages of Meetings392
Making Meetings Effective394
What Is Group Facilitation?399
Skill Builder 14-1.Achieving Group Consensus406
Skill Builder 14-2.The Required Weekly Meeting407
Skill Builder 14-3.Developing Skills as a Facilitator/Consultant408
Skill Builder 14-4.Facilitator Training409
Case 14-1.Meeting Facilitation Challenges412
15Managing Conflict and Stress414
Preview: The Conflict-Laden, Stressful Plan Environment415
Causes of Conflict416
Conflict Management Styles416
Using Principled Negotiation to Resolve Conflict419
Overcoming Interpersonal Conflicts419
What Is Stress?421
Major Causes of Stress424
Ways to Cope with Personal Stress430
Skill Builder 15-1.The Conflict-Laden, Stressful Plant Environment434
Skill Builder 15-2.Up in Smoke-Are You Burned Out?434
Skill Builder 15-3.A Planning Strategy to Cope with Success436
Case 15-1.The Missed Promotion436
Part 7Managing Human Resources and Diversity
16Selecting, Training, and Compensating Employees440
Preview: Bill Waldorf: Selecting and Supervising a Diverse High-Tech Work Team441
Responsibility for Selecting, Training, and Compensating Employees443
Planning Human Resource Needs and Finding Employees to Fill the Jobs444
Complying with Equal Employment Opportunity Laws451
Selecting Employees for Specific Jobs454
Training and Developing Employees461
Compensating Employees464
Providing Employee Benefits470
Skill Builder 16-1.What Would You Do?475
Skill Builder 16-2.What Do You Want from Your Job?475
Case 16-1.John Wolf: The Bypassed Employee476
17Appraising and Disciplining Employees478
Preview: When the Transfer Backfires (A)479
The Role of Performance Appraisals in Supervisory Management480
Who Should Do Performance Appraisals?482
Some Selected Methods of Appraising Performance483
The Role of the Appraisal Interview489
The Need for Discipline490
Types of Disciplinary Problems495
How Disciplinary Due Process Operates498
The Supervisor and Discipline500
Skill builder 17-1.Gloria Rogers Appraises Her Employees506
Case 17-1.When the Transfer Backfires (B)507
Case 17-2.Poor Interpersonal Relationships507
18The Supervisor and Labor Relations510
Preview: The Union Organizer--Part 1511
What Are Labor Relations?512
How Unions Developed in the United States513
Laws Governing Labor Relations517
Union Principles, Objectives, and Methods of Attaining Objectives520
Living with the Agreement529
Skill Builder 18-1.The Union Organizer535
Skill Builder 18-2.Would You Sign a Union Authorization Card?535
Case 18-1.Major League Baseball Umpires Foul Out535
Endnotes537
Glossary543
URL Index553
Subject Index555
Photo Credits569

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