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Supervision diversity and teams in the workplace W. Richard Plunkett, Charles R. Greer.

Por: Colaborador(es): Detalles de publicación: Upper Saddle River, N.J. Prentice Hall 2000.Edición: 9th edDescripción: xix, 588 p. ill. 26 cmISBN:
  • 0130960063
Tema(s): Clasificación CDD:
  • 658.302 P7371s9 21
Clasificación LoC:
  • HF5549 .P564 2000
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Descripciones mejoradas de Syndetics:

Introduces management functions and principles as they apply to the supervisory level of management. Principles and theories are explained with terms, examples, and situations that are understandable to beginners. Learning features include objectives, key terms, margin notes, summaries, exercises, a

Includes bibliographical references and index.

Tabla de contenidos provista por Syndetics

  • 1 The Supervisor's Special Role
  • 2 You and Your Future
  • 3 Management Concepts
  • 4 Management Functions
  • 5 Communication
  • 6 Managing Change and Stress
  • 7 Human Motivation
  • 8 Building Relationships with Individuals
  • 9 Supervising Groups
  • 10 Leadership and Management Styles
  • 11 Selection and Orientation
  • 12 Training
  • 13 The Appraisal Process
  • 14 Discipline
  • 15 Complaints, Grievances, and the Union
  • 16 Security, Safety, and Health
  • Glossary
  • Index

Extracto provisto por Syndetics

This tenth edition of Supervision: Diversity and Teams in the Workplace has been thoroughly updated. Special care has been taken to preserve the "how to" and the "you" approaches of the previous editions, while enriching these features with current application materials. As before, the text emphasizes how a supervisor can apply the major concepts introduced. INTENDED READERS This edition is intended to be used as a primary instruction tool for those who want to become supervisors or want to improve the present levels of their supervisory skills and knowledge. Users will find this text to be an excellent introduction to management functions and principles as they apply to the supervisory level of management. It is designed for use in community colleges, in universities, in various in-house industry and trade association courses, and in supervisory management programs. The text's primary goals are to engage the students' interest; to explain management principles and theories with terms, examples, and situations that are understandable to beginners; and to translate these principles and theories into everyday managerial applications. NEW AND IMPORTANT FEATURES The major revisions in this tenth edition are as follows: There are many new company examples --more than 200 companies are now mentioned. These examples involve well-known U. S. companies as well as international companies and should help students see the real world applicability of the material while stimulating class discussion. Several of the special features on supervising teams, supervisors and quality, and supervisors and ethics are new. In addition, all chapters have these features. Updated, expanded, or new topics include: ethics, planning, career management, theories of motivation, attitudes, work values, facilitating change, information technology, MIS, control, virtual teams, computer applications, appraisal, leadership, communication, Internet/World Wide Web, software, health issues Icons highlight discussions related to the themes of this, book. Look for these icon subjects throughout the text: Teams, Diversity, International Perspective, Quality, Ethics Several photographs included in each chapter show application of the major concepts. The photographs illustrate realistic work situations and reflect upon the diversity of the current and future workforce. The book is presented in a visually pleasing two-color format. The color has been used to maximum effect on all visuals, headings, icons, and marginal notes. Selections from the JWA Video Library are available to professors who use this textbook in their classrooms. Professors select from dozens of topics including: supervision, motivation, communication skills, coaching, and much more! We have changed from in-text referencing to the use of endnotes, which is less distracting for the readers. In addition to the above features, each chapter continues to include the following pedagogical tools to aid students in the study and retention of the chapter's major concepts: Learning objectives: aid the student in identifying and mastering the chapter's key concepts. Key terms: define new vocabulary within the chapter and are contained in an end-of-book glossary. Introduction: briefly highlights the chapter's theme. Exhibits: visually represent data, eliminating the confusion between figures and tables. Instant replay: lists the chapter's key concepts for review and study preparation. Incident: asks students to apply their knowledge and experiences to the chapter's key concepts. Cases: ask students to apply each chapter's major principles based on supervisor's experiences. SUGGESTIONS TO THE STUDENTS We envy all of you for the fun and challenge you are about to experience. We congratulate you on your ambition and foresight in choosing a fascinating course of study: the management of people. Do not hide your talents. Share your experiences with your class, and soon you will realize how valuable your personal experiences have been to yourself--and how valuable they may be to your classmates. Expect to find a frequent and almost immediate use for almost everything you learn in the management course. If you are already a manager, apply the lessons at work. If not, study your boss. If your boss is highly qualified, you will soon be able to see why this is so. If he or she is not, you will learn what is wrong with his or her performance. More important, you will also know what mistakes you should not make. Often the example of a poorly qualified boss can provide an excellent learning experience. Never seek to conceal your own ignorance about the task of being a supervisor. Admit to yourself that you have a lot to learn, as we all do. Only by recognizing a void in your knowledge can you hope to fill it. And the proper way to fill it is by studying and expanding your work experience. If you ask questions in class as they occur to you, you will avoid the old problem of missing out on important pieces of information. Take the initiative. Quite possibly, some questions that you are pondering might also concern others in the class. The more you contribute to the course, the more you will receive from it. From now on, think of yourself as a supervisor. Throughout this book, we will be talking to you as one supervisor to another. In the following pages you will find many tools--the tools of supervision. Their uses are explained in detail. A skilled worker knows his or her tools and knows which ones are right for each task. When you complete this course, you will have the knowledge you need to be a successful supervisor. Put this knowledge to use as soon as possible. During the course, you may have a chance to present one of the case problems to your classmates. This will be a fine opportunity to test yourself on how to apply the principles of supervision to a concrete situation in the world of work. You also may find other applications of these principles, at home and on the job. Do not overlook them. SUPPLEMENTARY MATERIAL Instructor's Manual includes chapter outlines, three additional cases for each chapter with suggested solutions, answers to the text's questions for class discussion and its cases, and a vocabulary review for each chapter's key terms. Each chapter has a separate test bank containing true/false and multiple-choice questions, with answers. Those test questions are also available in electronic format. JWA Video Library. This library of videos has one video for training in each of the core skills a supervisor must develop. Prentice Hall Test Manager. Organizes and delivers a complete, electronic bank of test questions in any format that suits your needs. Excerpted from Supervision: Diversity and Teams in the Workplace by Charles R. Greer, Richard Plunkett All rights reserved by the original copyright owners. Excerpts are provided for display purposes only and may not be reproduced, reprinted or distributed without the written permission of the publisher.
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