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SUPERVISION: CONCEPTS & PRACTICES OF MANAGEMENT, 10e presents a study of traditional management principles, theories and practices along with skill-building applications that prepare students to understand the role and responsibilities of a supervisor. The new edition expands coverage of hot topics like crisis management, exporting of America's jobs, protected class issues and ethics; and introduces new discussions of appreciative inquiry, quality issues in the marketplace, and improved communication. The new, highly-effective cases incorporate role-playing components to maximize in-class participation and retention.

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• Part 1 Supervisory Management Overview(p. 1)
• Chapter 1 Supervising in Uncertain Times(p. 2)
• What Does It Mean to Be a Supervisor in Uncertain Times?(p. 4)
• Schools of Management Thought(p. 8)
• Factors and Trends Affecting the Role of the Supervisor(p. 10)
• Supervision: A Professional Perspective(p. 27)
• Appendix Getting Into Supervision(p. 33)
• Chapter 2 The Managerial Functions(p. 40)
• The Person in the Middle(p. 42)
• Managerial Skills Make the Difference(p. 42)
• Functions of Management(p. 46)
• The Supervisor as Team Leader(p. 50)
• Managers and Leaders: Are They Different?(p. 51)
• Managerial Authority(p. 52)
• Power-The Ability to Influence Others(p. 54)
• Coordination(p. 55)
• Part 1: Cases(p. 66)
• 1-1 Where Should Glen Go from Here?(p. 66)
• 1-2 The Opportunity of a Lifetime?(p. 68)
• 1-3 Up to Your Neck in Alligators?(p. 69)
• 1-4 A Job Made Just for Me(p. 70)
• 1-5 Fear of Being Passed on the Corporate Ladder(p. 72)
• 1-6 The Socializing Supervisor(p. 73)
• 1-7 Coping with the New Manager(p. 74)
• 1-8 Losing Your Cool!(p. 76)
• Part 2 Supervisory Essentials(p. 79)
• Chapter 3 Communication: The Vital Link in Supervisory Management(p. 80)
• Need for Effective Communication(p. 82)
• Channels of the Communication Network(p. 85)
• Methods of Communication(p. 91)
• Barriers to Effective Communication(p. 93)
• Overcoming Barriers to Effective Communication(p. 100)
• Managing Meetings with the Boss(p. 105)
• Chapter 4 Motivational Principles as Applied to Supervision(p. 116)
• Determinants of Human Behavior(p. 118)
• Understanding Motivation and Human Behavior(p. 122)
• Coping with Difficult People(p. 133)
• Using the ABCs to Shape Employee Behavior(p. 134)
• Comparing Theory X and Theory Y(p. 137)
• Supervisory Approaches for Attaining Positive Employee Motivation(p. 140)
• Chapter 5 Solving Problems: Decision Making and the Supervisor(p. 154)
• The Importance of Decision-Making Skills(p. 156)
• Types of Decisions(p. 159)
• The Decision-Making Process(p. 160)
• Decision-Making Styles(p. 172)
• Time Impacts the Decision-Making Process(p. 173)
• Appendix The Fishbone Process(p. 180)
• Chapter 6 Positive Discipline(p. 184)
• The Basis and Importance of Positive Discipline(p. 186)
• Identifying and Confronting Disciplinary Situations(p. 189)
• The Disciplinary Process and Just Cause(p. 192)
• Practicing Progressive Discipline(p. 197)
• Applying the Hot Stove Rule(p. 203)
• Documentation and the Right to Appeal(p. 208)
• Discipline Without Punishment(p. 209)
• Part 2: Cases(p. 217)
• 2-1 Barry Automotive's Glendale Plant: The Picnic Conversation(p. 217)
• 2-2 Abusive Rumors(p. 217)
• 2-3 The Little Things Add Up!(p. 218)
• 2-4 Disgruntled Workers Can Drive You Crazy(p. 219)
• 2-5 To Accept or Not to Accept(p. 222)
• 2-6 The Aggressive Perfectionist(p. 222)
• 2-7 Fear or Exaggeration?(p. 223)
• 2-8 Community Medical Center: Preferential Treatment(p. 224)
• Part 3 Planning and Organizing(p. 227)
• Chapter 7 Supervisory Planning(p. 228)
• Management Functions Begin with Planning(p. 230)
• The Strategic-Planning Process(p. 230)
• All Managerial Levels Perform the Planning Function(p. 232)
• Organizational Goals and Objectives(p. 236)
• Management by Objectives-A System for Participative Management(p. 237)
• Types of Plans(p. 238)
• Supervisory Planning for Resource Use(p. 245)
• Planning for Quality Improvement and Knowledge Management(p. 254)
• Crisis Management: Planning Required(p. 255)
• Appendix How to Use Time More Effectively(p. 264)
• Chapter 8 Supervisory Organizing at the Departmental Level(p. 268)
• Organizing as an Essential Managerial Function(p. 269)
• Informal Organization(p. 270)
• Unity of Command and Authority Relationships(p. 272)
• The Span-of-Management Principle(p. 273)
• Departmentalization(p. 277)
• The Project Management-Type Organizational Structure(p. 279)
• Planning the "Ideal" Departmental Structure(p. 282)
• Organizational Tools and Their Applications(p. 283)
• Organizational Principles in an Era of Organizational Downsizings(p. 285)
• Organizing for Effective Meeting Management(p. 288)
• Chapter 9 Labor Unions and the Supervisor(p. 298)
• Labor Unions Are Still Part of Supervisory Organizational Concerns(p. 299)
• Understanding Employee Efforts to Unionize(p. 304)
• Union-Organizing Efforts and the Supervisor(p. 305)
• The Supervisor's Involvement in Union-Management Relationships(p. 307)
• The Supervisor's Limited Role in Labor Agreement Negotiations(p. 307)
• The Supervisor's Major Role in Labor Agreement Application(p. 308)
• The Steward and the Supervisor(p. 312)
• Part 3: Cases(p. 320)
• 3-1 Sanders Supermarkets Store 16: Whatever Happened to Planning and Control?(p. 320)
• 3-2 Multi-Tasking or Asset Elimination?(p. 321)
• 3-3 Barry Automotive's Allisonville Plant: Balancing Production, Quality, and Inventory(p. 324)
• 3-4 Who Made the Coffee?(p. 325)
• 3-5 Romance on the Assembly Line(p. 327)
• 3-6 Just Another Crisis?(p. 328)
• 3-7 Stop the Union!(p. 330)
• 3-8 It Takes Two to Tango(p. 330)
• Part 4 Staffing(p. 333)
• Chapter 10 The Supervisor and Employee Recruitment, Selection, Orientation, and Training(p. 334)
• The Staffing Function and the Human Resources Department(p. 335)
• Preparing to Meet Staffing Needs(p. 338)
• Interviewing and Choosing from Among Qualified Applicants(p. 341)
• Preparing for a Selection Interview(p. 344)
• Making the Hiring Decision(p. 354)
• Orienting New Employees(p. 356)
• Training and Developing Employees(p. 360)
• Chapter 11 Performance Management: Appraising, Coaching, Promoting, and Compensating(p. 372)
• The Performance Management Process(p. 373)
• The Employee Performance Appraisal(p. 375)
• Timing Performance Appraisals(p. 379)
• Advantages of a Formal Appraisal System(p. 381)
• The Performance Appraisal Process(p. 383)
• The Appraisal Meeting(p. 386)
• Managing Performance Appraisal Results: Coaching Employees(p. 392)
• Managing Performance Appraisal Results: Promoting Employees(p. 395)
• Managing Performance Appraisal Results: Compensating Employees(p. 398)
• Part 4: Cases(p. 411)
• 4-1 Someone Failed to Check!(p. 411)
• 4-2 Harry Brown's Delicate Choice(p. 412)
• 4-3 From Part Time to Full Time?(p. 413)
• 4-4 The Stress Interview Approach(p. 414)
• 4-5 Sanders Supermarkets Store 21: Orientation of a New Employee(p. 415)
• 4-6 I Hate Performance Appraisals!(p. 416)
• 4-7 Can Everyone Be Excellent?(p. 417)
• 4-8 It's Not Fair!(p. 418)
• Part 5 Leading(p. 421)
• Chapter 12 Supervisory Leadership and the Management of Change(p. 422)
• Leadership: The Core of Supervisory Management(p. 423)
• Contemporary Thoughts on Leadership(p. 426)
• The Process of Delegation(p. 428)
• Delegation by the Supervisor(p. 433)
• Approaches to Supervisory Leadership(p. 435)
• Introducing Change(p. 441)
• Chapter 13 Managing Work Groups: Teamwork, Morale, and Counseling(p. 458)
• Understanding Work Groups and Their Importance(p. 460)
• Classifications of Work Groups(p. 461)
• Research Insights for Managing Work Groups(p. 463)
• Understanding and Maintaining Employee Morale(p. 468)
• Factors Influencing Morale(p. 470)
• Assessing Employee Morale(p. 473)
• The Supervisor's Counseling Role(p. 476)
• Programs for Employees with Personal and Work-Related Problems(p. 478)
• Chapter 14 Supervising A Diverse Workforce(p. 492)
• Managing Diversity Is the Bottom-Line Concern(p. 493)
• Protected-Group Employees and Supervising Diversity(p. 495)
• Supervising Racial and Ethnic Minorities(p. 499)
• Supervising Women(p. 502)
• Supervising Employees with Disabilities(p. 510)
• Supervising Older Workers and Employees with Differing Religious Beliefs(p. 513)
• Protected-Group Supervisors(p. 516)
• Understanding Reverse Discrimination(p. 516)
• Supervising Well: The Overriding Consideration(p. 517)
• Part 5: Cases(p. 528)
• 5-1 Micro Mike(p. 528)
• 5-2 The Interfering Administrative Assistant(p. 529)
• 5-3 Who Needs Six Sigma?(p. 530)
• 5-4 No Place for Women in the Maintenance Department(p. 531)
• 5-5 Is She on Our Team or Isn't She?(p. 533)
• 5-6 Sanders Supermarkets: Sexual Harassment in the Accounting Office(p. 534)
• 5-7 You're What?(p. 535)
• 5-8 Cubicle Terror(p. 536)
• Part 6 Controlling(p. 539)
• Chapter 15 Fundamentals of Controlling(p. 540)
• The Supervisor's Role in Controlling(p. 541)
• Time Factor Control Mechanisms(p. 545)
• Characteristics of Effective Controls(p. 547)
• Steps in the Control Process(p. 549)
• Budgetary Control(p. 556)
• Cost Control and the Supervisor(p. 559)
• Other Control Areas(p. 561)
• Chapter 16 Resolving Conflicts in the Workplace(p. 570)
• Disagreements and Conflicts Are Part of the Workplace(p. 571)
• Resolving Conflicts Successfully Requires Effective Communication(p. 574)
• Complaints and Grievances in Supervision(p. 577)
• Procedures for Resolving Grievances and Complaints(p. 579)
• The Supervisor and the Significant First Step in Resolving Complaints and Grievances(p. 583)
• Supervisory Guidelines for Resolving Complaints and Grievances(p. 585)
• Part 6: Cases(p. 597)
• 6-1 Michele's First Job(p. 597)
• 6-2 Resistance to a Work-Sampling Program(p. 599)
• 6-3 Sanders Supermarkets Store: Locker-Room Theft(p. 600)
• 6-4 The Altered Suggestion(p. 602)
• 6-5 Frederick, Where Art Thou?(p. 603)
• 6-6 Resentment Toward the African-American Supervisor(p. 604)
• 6-7 AIDS Phobia(p. 605)
• 6-8 Could You Have Prevented the Crisis?(p. 606)
• Glossary(p. 609)
• Index(p. 617)