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

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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

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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

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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

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