Ninth Edition Supervision Today! - Pearson Education

3y ago
37 Views
16 Downloads
3.52 MB
28 Pages
Last View : 1m ago
Last Download : 2m ago
Upload by : Grady Mosby
Transcription

Ninth EditionSupervisionToday!Stephen P. RobbinsSan Diego State University,San Diego, CaliforniaDavid A. DeCenzoCoastal Carolina University,Conway, South CarolinaRobert M. WolterIndiana University Purdue University Indianapolis (IUPUI),Indianapolis, IndianaNew York, NYA01 ROBB0356 09 SE FM.indd 110/19/17 8:23 PM

Vice President, Business, Economics, andUK Courseware: Donna BattistaDirector of Portfolio Management: Stephanie WallDirector, Courseware Portfolio Management: AshleyDodgeSenior Sponsoring Editor: Neeraj BhallaEditorial Assistant: Linda AlbelliVice President, Product Marketing: Roxanne McCarleySenior Product Marketer: Becky BrownProduct Marketing Assistant: Marianela SilvestriManager of Field Marketing, Business Publishing: AdamGoldsteinField Marketing Assistant: Nicole PriceVice President, Production and Digital Studio, Arts andBusiness: Etain O’DeaDirector of Production, Business: Jeff HolcombManaging Producer, Business: Melissa FeimerContent Producer: Sugandh JunejaOperations Specialist: Carol MelvilleDesign Lead: Kathryn FootManager, Learning Tools: Brian SuretteContent Developer, Learning Tools: Lindsey SloanManaging Producer, Digital Studio and GLP, Media Production and Development: Ashley SantoraManaging Producer, Digital Studio: Diane LombardoDigital Studio Producer: Monique LawrenceDigital Studio Producer: Alana ColesDigital Content Project Lead: Courtney KamaufProject Managers: Marites Quiles and Sasibalan C.,SPi GlobalInterior Design: SPi GlobalCover Design: Laurie Entringer, SPi GlobalCover Art: Mike Hill/Photographer’s Choice RF/GettyImagesPrinter/Binder: LSC Communications, Inc./WillardCover Printer: LSC Communications, Inc./WillardMicrosoft and/or its respective suppliers make no representations about the suitability of the information contained inthe documents and related graphics published as part of the services for any purpose. All such documents and relatedgraphics are provided “as is” without warranty of any kind. Microsoft and/or its respective suppliers hereby disclaimall warranties and conditions with regard to this information, including all warranties and conditions of merchantability, whether express, implied or statutory, fitness for a particular purpose, title and non-infringement. In no eventshall Microsoft and/or its respective suppliers be liable for any special, indirect or consequential damages or anydamages whatsoever resulting from loss of use, data or profits, whether in an action of contract, negligence or othertortious action, arising out of or in connection with the use or performance of information available from the services.The documents and related graphics contained herein could include technical inaccuracies or typographical errors.Changes are periodically added to the information herein. Microsoft and/or its respective suppliers may makeimprovements and/or changes in the product(s) and/or the program(s) described herein at any time. Partial screenshots may be viewed in full within the software version specified.Microsoft and Windows are registered trademarks of the Microsoft Corporation in the U.S.A. and other countries.This book is not sponsored or endorsed by or affiliated with the Microsoft Corporation.Copyright 2019, 2016, 2013 by Pearson Education, Inc. or its affiliates. All Rights Reserved. Manufactured in theUnited States of America. This publication is protected by copyright, and permission should be obtained from thepublisher prior to any prohibited reproduction, storage in a retrieval system, or transmission in any form or by anymeans, electronic, mechanical, photocopying, recording, or otherwise. For information regarding permissions, requestforms, and the appropriate contacts within the Pearson Education Global Rights and Permissions department, pleasevisit www.pearsoned.com/permissions/.Acknowledgments of third-party content appear on the appropriate page within the text, which constitutes an extension of this copyright page.PEARSON and ALWAYS LEARNING are exclusive trademarks owned by Pearson Education, Inc. or its affiliates inthe U.S. and/or other countries.Unless otherwise indicated herein, any third-party trademarks, logos, or icons that may appear in this work arethe property of their respective owners, and any references to third-party trademarks, logos, icons, or other tradedress are for demonstrative or descriptive purposes only. Such references are not intended to imply any sponsorship,endorsement, authorization, or promotion of Pearson’s products by the owners of such marks, or any relationshipbetween the owner and Pearson Education, Inc., or its affiliates, authors, licensees, or distributors.Library of Congress Cataloging-in-Publication DataNames: Robbins, Stephen P., author. DeCenzo, David A., author. Wolter, Robert M., author.Title: Supervision today! / Stephen P. Robbins, San Diego State UniversitySan Diego, California, David A. DeCenzo, Coastal Carolina UniversityConway, South Carolina, Robert M. Wolter, Indiana University, PurdueUniversity Indianapolis (IUPUI), Indianapolis, Indiana.Description: Ninth edition. Hoboken, NJ : Pearson Education, [2018]Identifiers: LCCN 2017040149 ISBN 9780134730356 ISBN 0134730356Subjects: LCSH: Supervision of employees.Classification: LCC HF5549.12 .R628 2018 DDC 658.3/02–dc23 LC record available at https://lccn.loc.gov/2017040149118ISBN 10: 0-13-473035-6ISBN 13: 978-0-13-473035-6A01 ROBB0356 09 SE FM.indd 210/19/17 8:23 PM

ABOUT THE AUTHORSSTEPHEN P. ROBBINS received his Ph.D. from the University of Arizona. He previously worked forthe Shell Oil Company and Reynolds Metals Company, and has taught at the University of Nebraska atOmaha, Concordia University in Montreal, the University of Baltimore, Southern Illinois University atEdwardsville, and San Diego State University. He is professor emeritus in management at San Diego State.Dr. Robbins is the world’s best-selling textbook author in the areas of management and organizational behavior. His books have sold more than 7 million copies, and have been translated into 20 languages. His books are currently used at more than 1,500 United States colleges and universities, as wellas in hundreds of schools throughout Canada, Latin America, Australia, New Zealand, Asia, Europe,and the Middle East. His research interests have focused on conflict, power, and politics in organizations;behavioral decision making; and the development of effective interpersonal skills. His articles on theseand other topics have appeared in numerous academic journals.Dr. Robbins also participates in masters track competitions. Since turning 50 in 1993, he’s won 23national championships and 14 world titles in sprints—from 60 meters to 400 meters. He was inductedinto the U.S. Masters Track & Field Hall of Fame in 2005.DAVID A. DECENZO received his B.A. in economics from the University of Maryland, College Park,and his M.A. with an emphasis on labor economics and Ph.D. in industrial relations from West VirginiaUniversity. He has worked as an assistant professor at the University of Baltimore; a corporate trainer/employee development specialist with Blue Cross Blue Shield of Maryland; a professor, scholar, and anadministrator in various capacities at Towson University in Baltimore; and dean of the Wall Collegeof Business at Coastal Carolina University. Since 2007, he has served as president of Coastal CarolinaUniversity, where he has implemented a comprehensive strategic planning process, assured fiscal accountability through policy and practice, and promoted assessment and transparency throughout the university.Dr. DeCenzo is the author or co-author of nearly 30 textbooks that are used widely at colleges anduniversities across the United States and throughout the world. His articles have been published in scholarly journals such as the Harvard Business Review and Indiana University’s Business Horizons, as well asin numerous professional publications.Dr. DeCenzo has served as a member of several academic associations and on many boards for local,community, and corporate organizations. He is a member of the board of directors for the North EasternStrategic Alliance, Myrtle Beach Regional Economic Development Center, Conway Chamber of Commerce, South Carolina Sea Grant Consortium, and AVX Corp., among others. He is chair of the Councilof Presidents for comprehensive public universities in South Carolina and of the NCAA’s Committee onInstitutional Performance, and is a member of the NCAA Division I Presidential Forum.ROBERT M. WOLTER received A.S. and B.S. degrees in organizational leadership and supervision fromPurdue University in 1995 and 1997, respectively. He received a M.S. in adult education from IndianaUniversity in 2002. He holds the position of senior lecturer in the Department of Technology Leadershipand Communication at Indiana University Purdue University Indianapolis, where he works in the Organizational Leadership (OLS) program in the Purdue School of Engineering and Technology.Mr. Wolter co-developed an OLS video course/workbook that ran on public TV for five years. Withan interest in human behaviors in organizations, as well as the application of leadership techniques, hehas been teaching at all levels of the undergraduate program for over 16 years. He earned the IndianaUniversity Trustees Teaching Award five times, and received the IUPUI Wisner-Stoelk Outstanding Faculty Award three times.Mr. Wolter’s working background is in the field of automotive technology, and he was an Automotive Service Excellence (ASE)-certified Master Technician for many years. Prior to coming to IUPUI, hetaught automotive technology in a private post-secondary vocational technical institute for 13 years.iiiA01 ROBB0356 09 SE FM.indd 310/19/17 8:23 PM

BRIEF CONTENTSPART 1 efining Supervision and SupervisoryDChallenges 1CHAPTER 1CHAPTER 2Supervision Fundamentals 2Supervision Challenges 28PART 2 lanning, Organizing, Staffing,P Controlling, and Decision MakingCHAPTER 3CHAPTER 4CHAPTER 5CHAPTER 6CHAPTER 7Planning and Goal Setting 60Organizing 88Staffing and Recruiting 118Controlling 148Problem Analysis and Decision MakingPART 3 otivating, Leading, Communicating,Mand Developing 207CHAPTER 8CHAPTER 9CHAPTER 10CHAPTER 11Motivating Followers 208Leading Followers 238Communicating Effectively 264Developing Groups 292PART 4 ppraisal, Safety, Negotiation, Change,Aand Labor Relations 317CHAPTER 12CHAPTER 13CHAPTER 14CHAPTER 15CHAPTER 16Performance Appraisal 318Workplace Health and Safety 346Conflict, Politics, Discipline, and NegotiationChange Management 404Supervision and Labor 42459178374POSTSCRIPT: PERSONAL DEVELOPMENT 447ANSWERS TO COMPREHENSION CHECKS AND CROSSWORD PUZZLESGLOSSARYINDEX454463472ivA01 ROBB0356 09 SE FM.indd 410/19/17 8:23 PM

Contents   vContentsPREFACExixPART 1 efining Supervision and SupervisoryDChallenges 1CHAPTER 1Supervision Fundamentals 2Key Concepts 2Chapter Outcomes and Learning Objectives 3Responding to a Supervisory Dilemma 4Organizations and Their Levels 4What Common Characteristics Do All Organizations Have? 5What Are the Organizational Levels? 5The Management Process 6What Is Management? 6What Are the Four Management Functions? 7Do Management Functions Differ By Organizational Levels? 7Changing Expectations of Supervisors 8What Roles Do Supervisors Play? 8Are Supervisors More Important in Today’s Organizations? 8Comprehension Check 1-1 9Is Sustainability Important to a Supervisor? 10Does a Supervisor Need to Be a Coach? 11Transition from Employee to Supervisor 11Where Do Supervisors Come From? 12Is the Transition to Supervisor Difficult? 12Do You Really Want to Be a Supervisor? 14Supervisory Competencies 14Something to Think About (and Promote Class Discussion)Becoming a Supervisor 15News Flash! The Supervisor’s Role in Modern Organizations 15What Is Technical Competence? 15How Do Interpersonal Competencies Help? 17What Is Conceptual Competence? 17Why Must One Have Political Competence? 17How Do Competencies Shift By Managerial Level? 17From Concepts to Skills 18What Is a Skill? 19What Else Is Critical for Me to Know About Supervising? 19Why Study Supervision? 20Comprehension Check 1-2 21Enhancing Understanding 22Summary 22Comprehension: Review and Discussion Questions 22Key Concept Crossword 23Developing Your Supervisory Skills 24Getting to Know Yourself 24Building a Team 24vA01 ROBB0356 09 SE FM.indd 510/19/17 8:23 PM

vi   ContentsMentoring Others 24Communicating EffectivelyThinking Critically 2525CHAPTER 2Supervision Challenges 28Key Concepts 28Chapter Outcomes and Learning Objectives 29Responding to a Supervisory Dilemma 30Global Competitiveness 30Is There Such a Thing As “Buy American”? 31How Does Globalization Affect Supervisors? 32Something to Think About (and Promote Class Discussion) Who Owns What? 32Technology Enhancements 33News Flash! The Cultural Variables 34What Is Technology? 35How Does Technology Change the Supervisor’s Job? 35E-Business at Work 36What Is an E-Business? 36What Changes Can Supervisors Expect From E-Business? 37Comprehension Check 2-1 40Working in a Diverse Organization 40What Is Workforce Diversity? 40How Does Diversity Affect Supervisors? 41Changing How Business Operates 42Why Are Organizations Doing More with Less? 43Why the Emphasis on Continuous-Improvement Programs? 43How Does Work Process Engineering Differ From Continuous Improvement? 44What Are the Supervisory Implications of Downsizing, Contingent Workforces, Continuous-Improvement Programs, and Work Process Engineering? 44Thriving on Chaos 46From Chaos to Crisis 47The Good and Profitable Organization 48What Is a Socially Responsible Organization? 48How Do We Act Responsibly? 49What Is Ethics? 50Comprehension Check 2-2 51Enhancing Understanding 52Summary 52Comprehension: Review and Discussion Questions 53Key Concept Crossword 54Developing Your Supervisory Skills 55Getting to Know Yourself 55Building a Team 55Guidelines for Acting Ethically 55Communicating Effectively 56Thinking Critically 56ANSWERS TO “SOMETHING TO THINK ABOUT: WHO OWNS WHAT?” 57Part 2 lanning, Organizing, Staffing,P Controlling, and Decision MakingCHAPTER 3Planning and Goal Setting 60Key Concepts 60Chapter Outcomes and Learning ObjectivesA01 ROBB0356 09 SE FM.indd 6596110/19/17 8:23 PM

Contents   viiResponding to a Supervisory Dilemma 62What Is Formal Planning? 63Productivity 63What Is Productivity? 63News Flash! The Downsides of Planning 63Why Is Productivity Important to the United States? 65Planning and Level in the Organization 66What Is the Breadth of Planning? 66How Do Planning Time Frames Differ? 66How Are Plans and Supervisory Levels Linked? 66Can Continuous-Improvement Programs Be a Help in Planning? 67Key Planning Guides 69What Are Standing Plans? 69What Are Single-Use Plans? 70Comprehension Check 3-1 71Something to Think About (and Promote Class Discussion) From the Past to thePresent 75Goal Setting 76How Were Goals Set in Years Past? 76What Is the Key to Making Goal Setting Effective? 76Why Might Goal Setting Work for You? 77Self-Fulfilling Prophecy for Your Followers 77Balanced Scorecard: The Natural Evolution of Goal Setting? 78A Special Case of Planning: The Entrepreneurial Supervisor 78What Is Entrepreneurship? 79Do Entrepreneurs Possess Similar Characteristics? 79How Do Entrepreneurs Recruit and Retain Employees? 80What Supervisory Issues Are Faced By Entrepreneurs? 81How Do Entrepreneurs Compare with Traditional Supervisors? 81Comprehension Check 3-2 82Enhancing Understanding 83Summary 83Comprehension: Review and Discussion Questions 83Key Concept Crossword 84Developing Your Supervisory Skills 85Getting to Know Yourself 85Building a Team 85Setting Goals 85Communicating Effectively 86Thinking Critically 86CHAPTER 4A01 ROBB0356 09 SE FM.indd 7Organizing 88Key Concepts 88Chapter Outcomes and Learning Objectives 89Responding to a Supervisory Dilemma 90What Is Organizing? 92Basic Organizing Concepts 92What Is Work Specialization? 92What Is the Span of Control? 93Something to Think About (and Promote Class Discussion) Return to YesteryearWhat Is the Chain of Command? 95What Is Authority? 96News Flash! Obeying Authority 96Where Are Decisions Made? 98What Are the Five Ways to Departmentalize? 99Comprehension Check 4-1 101From Departmentalization to Structure 1029410/19/17 8:23 PM

viii   ContentsA Simple Structure 102The Functional Structure 103The Divisional Structure 103Matrix Structure 103Project Structure 104Team-Based Structure 105The Boundaryless Organization 105The Learning Organization 107Organizing Your Employees 107How Do You Identify the Tasks to Be Done? 108What Is the Purpose of Job Descriptions? 108Empowering Others Through Delegation 108What Is Delegation? 109Isn’t Delegation Abdication? 110Comprehension Check 4-2 110Enhancing Understanding 112Summary 112Comprehension: Review and Discussion Questions 112Key Concept Crossword 113Developing Your Supervisory Skills 114Getting to Know Yourself 114Building a Team 114Delegating 114Communicating Effectively 115Thinking Critically 115CHAPTER 5A01 ROBB0356 09 SE FM.indd 8Staffing and Recruiting 118Key Concepts 118Chapter Outcomes and Learning Objectives 119Responding to a Supervisory Dilemma 120The Human Resource Management Process 121The Legal Environment of HRM 122Something to Think About (and Promote Class Discussion) Is It Safe?Employment Planning 125How Does a Supervisor Conduct an Employee Assessment? 125How Are Future Employee Needs Determined? 125Recruitment and Selection 125Where Do Supervisors Look to Recruit Candidates? 125How Does a Supervisor Handle Layoffs? 127Is There a Basic Premise to Selecting Job Candidates? 127How Effective Are Tests and Interviews As Selection Devices? 129News Flash! The Realistic Job Preview 131Preparation for the Interview 131Interview Questions You Shouldn’t Ask 132Interview Questions You Should Ask 132Comprehension Check 5-1 133Orientation, Training, and Development 133How Do You Introduce New Hires to the Organization? 133What Is Employee Training? 134Performance Appraisals 136Compensation and Benefits 136How Are Pay Levels Determined? 136Why Do Organizations Offer Employee Benefits? 137Current Issues in Human Resource Management 137Workforce Diversity 137The Workplace: Reasonable Grounds for Romance? 137What Is Sexual Harassment? 13812410/19/17 8:23 PM

Contents   ixHow Do “Survivors” Respond to Layoffs? 140Comprehension Check 5-2 141Enhancing Understanding 142Summary 142Comprehension: Review and Discussion QuestionsKey Concept Crossword 143Developing Your Supervisory Skills 144Getting to Know Yourself 144Building a Team 144Interviewing 145Communicating Effectively 145Thinking Critically 146CHAPTER 6CHAPTER 7A01 ROBB0356 09 SE FM.indd 9142Controlling 148Key Concepts 148Chapter Outcomes and Learning Objectives 149Responding to a Supervisory Dilemma 150The Control Process 151How Do You Measure Actual Performance? 151How Do You Compare Results with Standards? 152When Should Corrective Action be Taken? 156Types of Controls 157What Is Preventive Control? 157When Are Concurrent Controls Used? 157What Is Corrective Control? 158The Focus of Control 158What Costs Should You Control? 158News Flash! On the Rocks 159Comprehension Check 6-1 160Why Pay Attention to Inventories? 161What Is Value Chain Management? 162Why the Focus on Quality? 163What Are the Characteristics of Effective Controls? 164Can Controls Create Problems? 165Contemporary Control Issues 167Is Employee Theft Increasing? 167Something to Think About (and Promote Class Discussion) Out with E-MailWhat Is the Sarbanes–Oxley Act? 169Do Controls Need to Be Adjusted for Cultural Differences? 170Comprehension Check 6-2 171Enhancing Understanding 172Summary 172Comprehension: Review and Discussion Questions 172Key Concept Crossword 173Developing Your Supervisory Skills 174Getting to Know Yourself 174Building a Team 174Establishing Budgets 174Communicating Effectively 175Thinking Critically 175168Proble

Today! Ninth Edition New York, NY A01_ROBB0356_09_SE_FM.indd 1 10/19/17 8:23 PM. Vice President, Business, Economics, and . SPi Global Interior Design: SPi Global Cover Design: Laurie Entringer, . arly journals such as the Harvard Business Review and Indiana University’s Business Horizons, as well as

Related Documents:

13.19 Voltage-Transformer Circuit Breaker 1032 13.20 Voltage-Balance Supervision 1033 13.21 Voltage-Sum Supervision 1034 13.22 Voltage Phase-Rotation Supervision 1035 13.23 Current-Balance Supervision 1036 13.24 Current-Sum Supervision 1037 13.25 Current Phase-Rotation Supervision 1038 13.26 Temperature Supervision 1039

Pearson Education LTD. Pearson Education Australia PTY, Limited. Pearson Education Singapore, Pte. Ltd. Pearson Education North Asia, Ltd. Pearson Education Canada, Ltd. Pearson Educación de Mexico, S.A. de C.V. Pearson Education—Japan Pearson Education Malaysia, Pte. Ltd. The Libra

Pearson Education LTD. Pearson Education Australia PTY, Limited. Pearson Education Singapore, Pte. Ltd. Pearson Education North Asia, Ltd. Pearson Education Canada, Ltd. Pearson Educatión de Mexico, S.A. de C.V. Pearson Education—Japan Pearson Education Malaysia, Pte. Ltd. Library of Co

OPEN NINTH: CONVERSATIONS BEYOND THE COURTROOM . Chief Judge in the Ninth Judicial Circuit. I want to welcome you today to a special edition of Open Ninth. Typically, we . administration of justice. Today, though, we find ourselves in a unique season of life for the courts. In late 2019, a novel form of a coronavirus surfaced in a Chinese .

Pearson (UK) 80 Strand, London WC2R 0RL, UK T 44 (0)20 7010 2000 F 44 (0)20 7010 6060 firstname.lastname@pearson.com www.pearson.com Pearson (US) 1330 Avenue of the Americas, New York City, NY 10019, USA T 1 212 641 2400 F 1 212 641 2500 firstname.lastname@pearson-inc.com www.pearson.com Pearson Education One Lake Street, Upper Saddle River,

supervision and solution-focused supervision. Postmodernism is defined, key themes within the postmodern supervision literature are identified, a brief review and critique of the literature on both supervision approaches is provided, and implications for the practice of supervision and future

counseling supervision and have acquired at least 3 years of experience in counseling For licensed individuals who began supervision post January 1, 2013, need to have one of the followings: 2 semester hours of graduate credit in training in counseling supervision or . 30 contact hours of workshop training in counseling supervision.

counseling and consultation for little or no cost to the employee. VA offers up to 15 days a year of military leave support for reservists and National Guard, and supports our nurses’ ability to serve both their country and Veterans. VA employees have the benefit of the Federal Employee Retirement System and Thrift Savings Plan. VA also offers continuation of federal service from .